If I were going to assess the performance and opportunity gaps of IBM from a financial

and market perspective, I would probably both assessments but would lean more towards
the Shingo assessment. I like that both assessments focus to some extent on cultural
transformation as this is where the future results will ultimately come from. What stands
out to me about the Shingo assessment are the four categories, Cultural Enablers,
Continuous Improvement, Enterprise Alignment and Results (Shingo Assessment
Criteria, page iii). I believe each of these categories contain very valuable criteria in
which to assess and organization and would be a great assessment model for the IBM
corporation. I specifically appreciate the Enterprise Alignment category as it focuses on
points that could reveal a lot to IBM in regards to the daily operations as well as the long
term goals and direction. One of the important points of IBMs Business Leadership
Model is that the leaders must have strategic knowledge and execution (Harreld, page
49). This assessment could provide its leaders the strategic knowledge they need in order
to make the difficult decisions for the company.
Shingo Assessment Criteria, Utah State University, Shingo Institute, (2014)
Harreld, J Bruce, OReilly III, Charles A., Tushamn, Michael L., California Review
Management, Dynamic Capabilities at IBM: Driving Strategy Into Action, (2007)