ABSTRACT
In 2008 IBM launched a company-wide initiative to completely change its cultural DNA. The goal? To become a truly “globally integrated enterprise.” White and Rosamilia (2010) noted that IBM had “seen massive shifts in where revenue is generated, spurring the need to grow leaders with global mindsets wherever they are located” (p. 2). This realization led to a new cultural initiative where all IBMers had to play a part, and thus all needed to develop “a global mindset with common corporate values as the glue” (p. 2).
