Skip to main content

What are Kyndryl's new & outsider CHRO's opportunities in this IBM spin-off?

 


What is Kyndryl? IBM’s managed infrastructure services spin?

Perhaps the best way to define Kyndryl!:- IBM's managed infrastructure services


Kyndryl is organizing itself into six global managed services practices, and a customer advisory practice that will combine managed services, advisory services, and implantation. The six global practices will each manage a different aspect of technology:

  1. Applications, data, and AI
  2. Cloud
  3. Core enterprise and zCloud, IBM’s mainframe-as-a-service offering
  4. Digital workplace
  5. Network and edge
  6. Security and resiliency
New CHRO: Maryjo Charbonnier, joined in June 2021
4600 customers and a backlog of $60 bn...
with 90,000 employees and a $19 Bn revenue..
New CEO and a new board..
What are HR opportunities? Make company attractive, make work exciting(working on work more and less on people, this is new OD)
Yes, lots of new age fast track programs, that cut across competitors like Accenture, Adobe, Amazon and mostly Microsoft. 
So far Kyndryl may have attracted and lost people for core business competencies in 6-services lines and some in Advisory practice (Mostly to consult existing list of 4600 customers)

Interesting challenge for CHRO will be in building a unique culture that lives the expectations of the Chairman Arvind Krishna, Chairman and CEO of IBM, the parent company (the Big Blue). who created vision for the Hybrid and AI business outlook for IBM's hive-off, Kyndryl. 

And then make it look like it's closest competitors in terms of experiences employees have through the HR induced life cycle with Kyndryl..

While at new Kyndryl, IBM's lived & borrowed values (part choice, part legacy) will not go away for good or bad, new wave has to be built to create identity of being a start up as they (HR leaders at Kyndryl/IBM) are fancifully calling this spin-off as of now.

Being like a start up for the elephant offspring may be challenging if it doesn't move from rear-wheel (axel-based) drive to front-wheel while, a part of the team would like it to be 4-wheel drive beast..

Call for agility and customer centricity, modern solutioning while being flexible in building quick and fit solutions, affordably, would be some exciting new fads for Kyndryl on this overdrive.

In general, since it is an old company in a new packaging, lot of leadership visibility and his shenanigans would make courageous business calls...and leaving CHRO to absorb the shock on spring suspension. 
I wish Maryjo good luck and lots of magic that she will create with her team.

It will be loads of OD and equal doses of change management that would drive future of HR at Kyndryl..
The best thing IBM did was to bring an outsider as a CHRO...half the battle won! 


Comments

Post a Comment

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no
1 comment
Read more

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through
Post a Comment
Read more

Why is ‘Total Rewards’ key to talent management?

Why is ‘Total Rewards’ key to talent management?  Total Rewards (TR) is talent life-cycle management tool that holistically embeds into the whole business plan.  TR can add feather to the modern day HR if they can handle it well to give company the long term competitive edge Unfortunately TR is not a broad-brush tool and so it requires an insightful ‘HR Leader’ with strong sense and capability of strategic alignment, analytic thinking and rightful implementation strengths . WHY TOTAL REWARDS? You must show employees “what’s in it for me.” This means tying together the benefit of the job, the culture, their colleagues, and the company’s mission and its values, as well as total rewards. But total rewards are the most immediate and visible element to employees. SOURCE: Bremen, John and Sejen, Laura. Advancing Total Rewards & the Employee Value Proposition. WorldatWork. 2012. COMPENSATION: IT’S KIND OF A BIG DEAL Compensation can be the single biggest cost
1 comment
Read more