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It’s been a very tough few years for IBM and almost every global legacy IT service provider. Organic growth has been hard to come by, and margin pressures have intensified. The growing popularity of cloud delivery and the subsequent success of many cloud service providers have threatened the traditional models of many legacy IT service providers. There has also been consolidation in the industry, and more is expected.


  • In many ways, IBM’s greatest asset is also its biggest handicap. It’s breadth of capabilities and experience in the region still exceed all its peers, but its sheer size has made it very challenging for IBM to be agile enough to respond to the competitive threat around it.
  • At its Asia-Pacific analyst summit that was held recently in Singapore, there was definitely a sense that IBM management has responded to this Achilles' heel.

Features and Benefits

  • Evaluates IBM's new strategy in the Asia-Pacific region and how it has reorganized itself around key technologies.
  • Analyzes the market dynamics in key technologies such as cloud, IoT, and cognitive in Asia-Pacific.

Key questions answered

  • What are IBM's key strengths and weaknesses in Asia-Pacific?
  • What steps and investments should IBM make to differentiate itself further in the marketplace?

Table of contents


  • In brief
  • Ovum view


  • Methodology
  • Further reading
  • Author

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