American Public University Health Policy and Policymaking Response Please answer the following questions regarding the role of the courts under the U.S. Co
American Public University Health Policy and Policymaking Response Please answer the following questions regarding the role of the courts under the U.S. Constitution:
Question 1: What are the core roles of the courts within the context of health services organizations (local, state and federal)?
Question 2: What are the effects of these roles on health policy and policymaking?
Response for each question should be submitted using the text box and be at least 100 words long and no more than 200 words long.
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Make sure you read and understand the directions and requirements for each Assignment. Please ensure you cite your references in APA format with a minimum of 3 references (You may use your textbook as a reference and you should have a minimum of 2 academic outside references). Assignment will be graded based on the following areas: Foundation and synthesis of knowledge, application of knowledge critical thinking, writing skills, and organization of ideas and format. Refer to Library Online Resource Center for any research assistance. Refer to the Student Handbook for policies relevant to academic honesty and other procedures and policies related to this course. Assignments submitted late without advance Question 1
What is IBM’s current market position?
Competitive Disadvantage
Competitive Advantage
Competitive Parity
Sustained Competitive Advantage
Question 2
Explain your reasoning from question 1:
Question 4
Based on the case, what are some of the Strength and Weaknesses from IBM?
LED BY CEO Virginia Rometty, the IBM of today is an agile and nimble IT services company. Rometty was promoted to CEO in 2012 from her position as senior vice president of sales, marketing, and strategy. Rather than facing just one technological transformation, IBM and its clients are currently facing three disruptions at once:
1. Cloud computing: By providing convenient, on-demand network access to shared computing resources such as networks, servers, storage, applications, and services, IBM attempts to put itself at the front of a trend now readily apparent in services that include Google Drive, Dropbox, or Microsoft 365. Increasingly, businesses are renting
computer services rather than owning hardware and software and running their own networks. One of the largest cloud computing providers for businesses is Amazon Web Services (AWS), which beat out IBM in winning a high-profile CIA contract. This was seen as a major embarrassment given IBM’s long history of federal contracts.
Microsoft with its Azure cloud offering is another potent competitor, especially after CEO Satya Nadella focused Microsoft on a “cloud first, mobile first strategy.
2. Systems of engagement: IBM now helps businesses with their systems of engagement, a term the company uses broadly to cover the transition from enterprise systems to decentralized systems or mobility. IBM identifies the traditional enterprise system as a “system of record” that passively provides information to the enterprise’s
knowledge workers. It contrasts that with systems of engagement that provide mobile computing platforms, often including social media apps such as Facebook or Twitter, that promote rapid and active collaboration. To drive adoption of mobile computing for business, IBM partnered with Apple to provide business productivity apps on
Apple devices.
3. Big data and analytics: IBM now offers smarter analytics solutions that focus on how to acquire, process, store, manage, analyze, and visualize data arriving at high volume, velocity, and variety. Prime applications are in finance, medicine, law, and many other professional fields relying on deep domain expertise within fast-moving
environments. IBM partnered with Twitter to provide IBM’s business clients big data and analytics solutions in real time based on the vast amount of data produced on Twitter.
IBM’s Core Competency: Providing Solutions
At its core, IBM is a solutions company. It solves data-based problems for its business clients, but the technology and problems both change over time. As an example, IBM helped kick-start the PC revolution in 1981 by setting an open standard in the computer industry with the introduction of the IBM PC running on an Intel 8088 Page 467
chip and a Microsoft operating system (MS-DOS). Ironically, in the years following, IBM nearly vanished after experiencing the full force of that revolution, because its executives believed that the future of computing lay in mainframes and minicomputers that would be produced by fully integrated companies. However, with an
open standard in personal computing, the entire industry value chain disintegrated, and many new firms entered its different stages. This led to a strategic misfit for IBM, which resulted in a competitive disadvantage.
Rather than breaking up IBM into independent businesses, Lou Gerstner, installed as CEO in 1993, refocused the company on satisfying market needs, which demanded sophisticated IT services. Keeping IBM together as one entity allowed Gerstner to integrate hardware, software, and services to provide sophisticated solutions to customers’
IT challenges. IBM was quick to capitalize on the emergence of the internet to add further value to its business solutions. The company also moved quickly to sell its PC business to Lenovo, a Chinese tech company, in 2005 when substitution from tablet computers was just beginning to impact demand. In 2014, IBM followed up on this
transaction with the sale of its server business also to Lenovo
Exhibit MC7.1Q shows IBM’s dynamic capability to successfully transform itself multiple times over its more than 100-year historya history with periods of major disruptions in the data information industry, from mechanical calculators to the internet. In contrast to IBM, note how at the bottom of Exhibit MC7.1Q, strong competitors
in one period drop from significance when a new wave of technology emerges
WORKFORCE COMPENSATION & TRAINING
Prior-Year Compensation and Productivity Data
Workforce
– Base Wages
Compensation Incentive Pay
(total $ per year)
Fringe Benefits
Total Regular Compensation
Overtime Pay (included
incentives)
Total Compensation
Incentive Pay as a % of Regular Compensation
Workforce Productivity inairs ner worker ner wear
North America
Facility
Industry Company
Average ?
34,453 34,680
4,650
6,034
3,004 2,250
42,107 42,964
7,971
0
50,078 42,964
11.0% 14.0%
5,216 5,193
Europe-Africa
Facility
Industry Company
Average
20,604
2,790
1,800
25,194
0
25,194
11.1% 0.0%
3,500 0
OOOOOO
Asia-Pacific
Facility
Industry Company
Average
?
12,260 12,240
1,573 3,520
1,345 1,250
15,178 17,010
2,868
0
18,046 17,010
10.4% 20.7%
3,733 3,864
Latin America
Facility
Industry Company
Average ?
12,120
0
1,574
0
1,500
0
15,194
0
0
0
15,194
10.4% 0.0%
3,500 0
Minimum Wage =
20,604
0%-
0.00 –
$ 0
0
Minimum Wage =
12,120
0%-
0
0.00 –
$0
Compensation – Base Wage (% change from prior year)
and Training Incentive Pay (s per non-rejected pair)
of Production
Workers
Fringe Benefits ($ per year)
Total Regular Compensation ($ per year)
Overtime Pay (includes incentives)
Total Compensation (s per year)
Incentive Pay as % of Regular Comp.
Best Practices Training ($ per worker)
Materials Cost Impact on cumulative
)
Supervisory Staff (ratio of production workers to supervisors)
O O OOOO
OO
Minimum Wage =
34,340
+2% 35,374
$( 1.25 6,081
2250
2,250
43,705
0
43,705
13.9%
1000
per
worker
40 to1 Staff= 19
Co. C
60,400 60,000
Minimum Salary =
60,600
0% 60,600
5,229
771
Minimum Wage =
12,120
+2% – 12,485
1.00
3,551
( 1250 1,250
17,286
0
17,286
20.5%
800-
per
worker
40 to1 Staff= 32
Ind. Avg.
Co. C
25,208 25,000
Minimum Salary =
25,250
0% – 25,250
3,893
1,284
Ind. Avg.
0.0%
0-
per
worker
0-to1 Staff=0
Co. C
36,360 0
Minimum Salary =
36,360
0%
0
Ind. Avg.
Ind. Avg.
Prior-Year Supervisory Compensation (S?year/supervisor)
0.0%
0-
per
worker
0-to1 Staff=0
Co. C
25,250 0
Minimum Salary =
25,250
0%
0
0
Supervisory Compensation (% change in salary, benefits, and
mus
Projected Workforce Productivity (pairs per worker in Y12)
Number of Workers Employed given branded production
0
Antries
$000s
$000s
0
Cost of Labor
Associated
with Footwear
Production
Production Base Wages
Workers Incentive Pay
Fringe Benefits
Overtime Pay
Total
Best Practices Training Expenditures
Supervisory Compensation (salary +
benefits)
$000s
27,273
4,688
1,735
0
33,696
771
1,151
35,618
S/pair
6.76
1.16
0.43
0.00
8.36
0.19
0.29
8.83
???????
S/pair
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
$000s
16,031
4,559
1,605
0
22,195
1,027
808
24,030
S/pair
3.21
0.91
0.32
0.00
4.44
0.21
0.16
4.81
OOOC ????
S/pair
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Per-pair figures
not adjusted for
rejected pairs.
Total cost of production labor
PA06
EXHIBIT MC7.1
IBM Navigates Wave after Wave of Technological Change
[IBM’s Representation of the Evolution of the IT Industry c. 2004)
1890
punch cards
and mechanical
calculating
Punch card tabulators
allow large-scale
accounting, completing
the 1890 U.S. Census
in record time.
1939
vacuum tubes and
electro-mechanical
calculating
The Atanasoff Berry
Computer paves the
way for more complex
calculations in science
and industry
1952
transistors
and
electronics
AT&T licenses Bell
Labs’ transistor
technology, leading to
solid-state electronics
and more powerful
computing machines
for governments
and large enterprises
1964
mainframe
computing
The IBM System/360
the first general-purpose
scalable and compatible
family of computers –
makes mainframe
computing accessible
to mainstream business.
1971
micro
processors
Intel commercializes
the first computer-on-
a-chip, which powers
devices from handheld
calculators to the
Pioneer 10 spacecraft
minicomputers
emerge
1981
personal
computers
The IBM Personal
Computer sets a
standard, accelerating
the adoption
of computing by
individuals
departments and
small businesses
1994
the Internet
The release of
Netscape’s Navigator
browser popularizes
the World Wide Web
for business and
transforms personal
computing devices
into powerful
information portals.
AS OF 2018
big data & analytics
cloud computing
mobility/systems of
engagement
Rather than just facing one
technological transformation,
companies and their clients
are facing three disruptions
at once.
$1,51
Projected
$800B
$600B
$400B
$200B
1940
2000
2010
1890
1900
REPRESENTATIVE . Burroughs
COMPANIES
Adding Machine
BY ERA
Computing Tabulating
Recording Company
1950
Burroughs
Adding Machine
Eckert-Mauchly
Computer
Engineering
Research
Associates
IBM
Remington Rand
1960
. Burroughs
IBM
Philco
Sperry Rand
1970
Control Data
General
Electric
Honeywell
IBM
RCA
Sperry Rand
1980
– Amdahl
Data General
. DEC
Fujitsu
Groupe Bull
Hitachi
IBM
Siemens
Nixdorf
1990
Apple
Compaq
Computer
Associates
EDS
IBM
Intel
Microsoft
(later, IBM
Felt & Tarrant
Manufacturing
National Cash Register
Remington Typewriter
– Accenture
Dell
EMC
Hewlett-Packard
IBM
Intel
Microsoft
Oracle
. SAP
Sun Microsystems
Amazon
Apple
Facebook
. Google
IBM
LinkedIn
Microsoft
. Oracle
. Salesforce.com
Twitter
Source: IMB Prospectus (2004). “Evolution of the IT industry. Understanding Our Company” 5. Vertical axis shows total industry revenues. IBM relied on industry growth data from IDC (2004). 40 Years of IT: Looking Bock, Looking Ahead, An IDC Special Edition Executive Whitepaper, John Gantz, chief research officer, and IBM’s own records. Information in the last column to the right derives (research and depiction of 2018 wave) from author’s
analysis and estimate of industry growth from various industry sources. Visual emphasis added to IBM to show its ongoing competitive standing.
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