ibm downer case study

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Drive to net zero fuels a transformation of downer’s rail and transit systems.

​ Sydney, June 16, 2022:  Leading integrated services company, Downer has entered into a 10 year collaboration with IBM (NYSE: IBM ) to further work to improve the efficiency, reliability and carbon footprint of its rail and transit systems which services a significant portion of the Australian public transport network.

Speaking at IBM’s annual flagship Think 2022 conference in Sydney, themed Leading in a Changing World, Head of Growth for Downer’s Rail and Transit Systems business, Adam Williams said, “Sustainability is a critical focus for Downer and our customers. We have a clear roadmap to get to Net Zero by 2050, and we are excited to be building on our relationship with IBM Consulting and exploring what is possible with AI and other future technologies to help reduce the carbon footprint of our rail and transport systems.”

Downer first began working with IBM in 2017 to modernise its technology platform, embedding digital and intelligent capabilities into its civil infrastructure operations. The platform leverages IBM Maximo along with IBM Cognos Analytics with Watson to enhance urban mobility for citizens by improving availability, reliability and safety of its services and the fleets it maintains.

The next phase of Downer’s digital transformation journey will involve a range of IBM technologies and services that work together to give Downer a single view of the life, health and carbon footprint of all assets within their Rail and Transit Systems division, while working to keep it secure from cyber security threats.

Downer believes the next opportunity is translating these industry insights coupled with IBM technology, to drive a more efficient transit system and enable a reduction in energy consumption and carbon emissions across the millions of passenger journeys undertaken on fleets maintained by Downer every year.

“With IBM we have jointly created a single platform that provides a comprehensive suite of capabilities to support the sustainment of rolling stock (all railway vehicles). Our Rail and Transit Systems division is evolving towards becoming a supplier of Digital Services and this is how we will differentiate ourselves in the marketplace,” Mr Williams added. 

Ric Lewis, Senior Vice President, IBM Systems, echoed this sentiment in his keynote address at Think 2022, Sydney,

“Leaders recognise the transformative ability and importance of technology in almost every part of a business. Technology is a source of fundamental competitive advantage. It is no longer viewed as a cost of doing business. Downer’s mission to deliver improved safety, improved asset accessibility and improved sustainability puts them on the map as an industry leader.”

In the Australia edition of the IBM Global AI Adoption Index 2022 study findings released today by IBM, only 24% of Australian IT professionals say their organisation has actively deployed AI in their business. The IBM Global AI Adoption Index surveyed 500+ executives in Australia. The study found that the main driver of AI adoption in Australia is the need to reduce costs (42%) and automate key processes (39%).

The study also found that the greatest barrier to successful AI adoption according to IT professionals in Australia is limited AI skills, expertise, or knowledge (36%).

“Skills and talent remain the greatest challenge and hinderance to successful implementation of new technologies. IBM recognises this growing challenge and believe strategic partnerships are necessary to overcome skills and talent shortages.  IBM’s new ecosystem led approach represents the biggest change to our go-to-market model in 30 years. We continue to simplify the way our partners work with us, access clients, and deliver consistent client experiences,” said Mr Lewis.

IBM also released the results of CEO Study today. The study, which surveyed 3,000 CEOs globally , found that sustainability is the greatest challenge Australian CEOs face in the next two to three years (54%), more pressing than cyber risk (52%), challenges with their technology infrastructure (49%) and even regulation (48%). This is a significant shift since 2021, when only 28% of CEOs saw sustainability as a key challenge for their organisation. Now, 56% of CEOs agree that business leaders must take responsibility for business impact on the environment, and 47% believe sustainability investments will accelerate business growth.

“This shift in attitudes is being driven by a combination of a sense of urgency, pressure from stakeholders, a societal pivot from talking about sustainability to instead taking action, and, more worryingly, uncertainty about how to take and measure action.” Mr Lewis added.

The live stream of THINK on Tour in Sydney can be accessed here until June 30, 2022.

About IBM IBM is a leading global hybrid cloud and AI, and business services provider, helping clients in more than 175 countries capitalize on insights from their data, streamline business processes, reduce costs and gain the competitive edge in their industries. Nearly 3,000 government and corporate entities in critical infrastructure areas such as financial services, telecommunications and healthcare rely on IBM's hybrid cloud platform and Red Hat OpenShift to affect their digital transformations quickly, efficiently, and securely. IBM's breakthrough innovations in AI, quantum computing, industry-specific cloud solutions and business services deliver open and flexible options to our clients. All of this is backed by IBM's legendary commitment to trust, transparency, responsibility, inclusivity, and service.

For more information, visit https://www.ibm.com .

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Downer (2) case study: Science-based sustainability needs reality-based reporting

Stopping ransomware with autonomous response.

How can you be certain that your organization's decarbonization plans will have an impact? Will your efforts be backed by rigorous scientific data or well-meaning wishes? Considering questions like these while focusing on making a credible, demonstrable impact on the looming climate crisis, Downer Group—a provider of integrated services, specializing in transportation, utilities and facilities management—has made significant changes to how it runs its business. Learn how insights from the IBM Envizi ESG Suite supported some of its crucial decisions.

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Wimbledon collaborates with IBM to provide tennis fans with AI-generated insights built on watsonx.

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Downer is listed on the Australian Securities Exchange and employs more than 31,000 people.

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IBM partnership

Downer’s rts digital has partnered with global organisations to help enable and support capability and offerings across the traindna platform..

Our partner eco-system is strategically aligned to ensure each TrainDNA offering is not only best in class but also brings innovation, data fluidity and insights to accelerate opportunities for customers.

The Downer and IBM partnership works at collecting and transforming data into something that’s valuable to use for our customers and even more importantly, their passengers.

A key part of this value is how we can assist our customer with their sustainability initiatives.

Downer and IBM Consulting case study 

Downer and IBM Consulting have partnered to keep passengers moving safely, reliably and comfortably with a sustainable asset management system. Working together, the TrainDNA platform is continually updated to provide a sustainable high-quality service to passengers. 

Our partnership works at collecting and transforming data into something that’s valuable to use for our customers and even more importantly, their passengers. A key part of this value is how we can assist our customer with their sustainability initiatives.

It’s acknowledged that train networks are some of the largest users of electricity. Through TrainDNA, Downer and IBM Consulting are able to better understand which parts of the train network require the most energy throughout the day, helping to better support transport operators to optimise use and achieve better outcomes. 

Watch the video below featuring Downer RTS and IBM Consulting discussing the importance of asset management and how investing in technology like TrainDNA helps our customers provide safe, reliable and sustainable journeys for passengers. 

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Downer's journey to more sustainable asset management

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Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue

Six years ago, IBM was a has-been. Today, it’s an e-business powerhouse. It didn’t turn around by imposing change from the top. It let ideas, initiatives, and enthusiasm bubble up from below. Maybe your company should do the same.

Do you remember when IBM was a case study in complacency? Insulated from the real world by layer upon layer of dutiful managers and obsequious staff, IBM’s executives were too busy fighting their endless turf battles to notice that the company’s once unassailable leadership position was crumbling around them. The company that held the top spot on Fortune ’s list of most admired corporations for four years running in the mid-1980s was in dire need of saving by the early 1990s. Fujitsu, Digital Equipment, and Compaq were hammering down hardware margins. EDS and Andersen Consulting were stealing the hearts of CIOs. Intel and Microsoft were running away with PC profits. Customers were bemoaning the company’s arrogance. By the end of 1994, Lou Gerstner’s first full year as CEO, the company had racked up $ 15 billion in cumulative losses over the previous three years, and its market cap had plummeted from a high of $ 105 billion to $ 32 billion. Armchair consultants were nearly unanimous in their view: Big Blue should be broken up.

• Gary Hamel is a visiting professor at London Business School and the founder of the Management Lab. He is a coauthor of Humanocracy: Creating Organizations as Amazing as the People Inside Them (Harvard Business Review Press, 2020).

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IBM Change Management Case Study

Change is a constant in the business world, and organizations that can effectively manage change are more likely to succeed. 

Change management is the process of planning, implementing, and controlling change within an organization to minimize negative impacts and maximize benefits. 

One company that has successfully implemented change management is IBM.

With a history spanning over a century, IBM has undergone significant changes over the years, including the implementation of change management to ensure a smooth transition. 

In this blog post, we will take a closer look at IBM’s change management case study, examining its background, change management strategy, and results. 

Brief History and Growth of IBM 

IBM, also known as International Business Machines Corporation, is an American multinational technology company that was founded in 1911. 

The company was initially formed as the Computing-Tabulating-Recording Company (CTR) through the merger of four separate companies: the Tabulating Machine Company, the Computing Scale Company, the International Time Recording Company, and the Bundy Manufacturing Company. 

In 1924, the company was renamed International Business Machines Corporation (IBM). IBM’s early products included tabulating machines, time clocks, and punched card equipment, which were used for data processing and information management. 

Over the years, IBM has evolved into a leading provider of enterprise technology solutions, including hardware, software, and services, serving clients in over 170 countries around the world.

IBM experienced significant growth in the mid-20th century, as it became a leading provider of computers and data processing equipment. 

In the 1950s, IBM introduced its first electronic computer, the IBM 701, which was followed by a series of other computer models that became increasingly advanced and sophisticated. 

IBM also played a key role in the development of the personal computer, releasing its first PC in 1981, which quickly became a standard in the industry. 

In the 1990s and early 2000s, IBM shifted its focus to software and services, becoming a leader in areas such as cloud computing, artificial intelligence, and cybersecurity. 

Today, IBM is a major player in the technology industry, with a global workforce of over 350,000 employees and revenue exceeding $70 billion in 2020.

Key drivers of change for IBM  

There were three dominant factors that created a need for IBM to implement effective change management processes to successfully navigate the challenges and opportunities it faced.

1. Technological advancement 

Technological advancements have been a key driver of change in the technology industry, and IBM was no exception. In the 1980s and 1990s, IBM faced significant disruption as the market shifted from mainframe computers to personal computers, which were smaller, cheaper, and more accessible to individuals and small businesses. 

This shift threatened IBM’s dominance in the computer industry, as it had built its reputation on large-scale mainframe computers. To adapt to this changing market, IBM had to shift its focus to services and software, invest in research and development to create new technologies and innovations, and develop new partnerships and alliances to expand its offerings. 

Additionally, the emergence of cloud computing and artificial intelligence in the 2000s and 2010s further pushed IBM to adapt and innovate to stay ahead of the competition. These technological advancements required IBM to adopt a more agile and flexible approach to business, with a greater focus on innovation, speed, and collaboration.

2. Globalization 

As IBM expanded its operations globally, it faced a range of challenges related to cultural and regulatory differences across different countries and regions. In order to effectively navigate these differences, IBM had to develop a more flexible and adaptable approach to business, one that was able to respond to local market conditions and customer needs while also maintaining a consistent global brand and corporate identity. 

This required IBM to invest in building a diverse and multicultural workforce, to establish strong local partnerships and alliances, and to develop a deep understanding of local cultures, languages, and customs. 

Additionally, IBM had to comply with local regulations and laws in each country it operated in, which often required significant resources and expertise to navigate. By embracing globalization and developing a more flexible and adaptable approach to business, IBM was able to successfully expand its operations globally and establish a strong global presence.

3. Market competition 

IBM faced intense competition from emerging tech companies in the 1990s, particularly in the areas of personal computing and software development. 

Companies like Microsoft and Intel were challenging IBM’s dominance in the industry, and IBM had to adapt quickly to remain competitive. 

To address this challenge, IBM shifted its focus to services and software, investing heavily in research and development to create new products and innovations that could compete with emerging technologies. 

IBM also streamlined its operations to improve efficiency and reduce costs, while exploring new markets and opportunities for growth. 

This required IBM to be more agile and responsive to market conditions, and to take calculated risks in pursuing new ventures and partnerships. Ultimately, these efforts enabled IBM to remain a major player in the technology industry and to continue innovating and expanding its offerings.

Change management strategy of IBM 

IBM responded to these three drivers of change in several ways, as explained below:

1. Technological advancements

To adapt to rapid technological advancements, IBM invested heavily in research and development to create new products and innovations. It also embraced emerging technologies such as cloud computing and artificial intelligence and developed new partnerships and alliances to expand its offerings.

IBM also shifted its focus to services and software, which helped it to stay competitive as the market shifted away from mainframe computers. Additionally, IBM adopted a more agile and flexible approach to business to enable it to respond quickly to changing market conditions and customer needs.

2. Globalization

To effectively navigate different cultural and regulatory environments, IBM invested in building a diverse and multicultural workforce, established strong local partnerships and alliances, and developed a deep understanding of local cultures, languages, and customs.

IBM also complied with local regulations and laws in each country it operated in, which required significant resources and expertise to navigate. Additionally, IBM developed a consistent global brand and corporate identity while also maintaining the flexibility to respond to local market conditions and customer needs.

3. Market competition

To remain competitive in the face of intense market competition, IBM explored new markets and product offerings while streamlining its operations to improve efficiency and reduce costs. IBM also invested heavily in research and development to create new products and innovations that could compete with emerging technologies.

IBM adopted a more agile and responsive approach to business, which enabled it to take calculated risks in pursuing new ventures and partnerships. Additionally, IBM developed a culture of innovation and collaboration to foster creativity and agility, which helped it to stay ahead of the competition.

Positive outcomes and results of IBM successful change management implementation

IBM’s successful implementation of change management led to several positive outcomes and results, including:

Increased profitability: IBM’s shift to services and software helped to increase its profitability by creating new revenue streams and reducing costs. By focusing on high-margin businesses such as consulting and software development, IBM was able to improve its financial performance and profitability.

Improved competitiveness: IBM’s investments in research and development, partnerships, and new markets helped it to remain competitive in the face of rapid technological advancements and intense market competition. By adopting an agile and responsive approach to business, IBM was able to adapt quickly to changing market conditions and customer needs, which helped it to stay ahead of the competition.

Enhanced customer satisfaction: IBM’s focus on innovation, collaboration, and customer service helped to enhance customer satisfaction and loyalty. By developing new products and services that met customer needs and expectations, and by providing excellent customer service and support, IBM was able to build strong relationships with its customers and earn their trust and loyalty.

Increased employee engagement and retention: IBM’s culture of innovation, collaboration, and diversity helped to increase employee engagement and retention. By fostering a culture of creativity and agility, and by valuing and supporting its employees, IBM was able to attract and retain top talent, which helped it to drive innovation and growth.

Strong brand reputation: IBM’s successful implementation of change management helped to strengthen its brand reputation and identity. By maintaining a consistent global brand while also remaining flexible and responsive to local market conditions and customer needs, IBM was able to build a strong and respected brand reputation that is recognized around the world.

Final Words 

IBM’s successful implementation of change management serves as a powerful case study for businesses facing rapid technological advancements, intense market competition, and globalization. By adopting an agile and responsive approach to business, investing in research and development, exploring new markets and partnerships, and fostering a culture of innovation and collaboration, IBM was able to remain competitive and relevant in the technology industry. 

About The Author

Tahir Abbas

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Downer EDI Director’s Increased Performance Rights

Downer EDI Limited ( AU:DOW ) has released an update.

Downer EDI Limited has reported a change in holdings by Director Peter John Tompkins, with an increase in performance rights from 118,026 to 832,953, all subject to meeting performance conditions and continued employment. The director’s direct and indirect shareholdings remain at 306,136 ordinary shares after the transaction. This development reflects the company’s long-term incentive plans and the ongoing commitment of its leadership to the company’s future.

For further insights into AU:DOW stock, check out TipRanks’ Stock Analysis page .

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Valentine Coffee plans to open a third location on Downer Avenue in the fall

Valentine Coffee will open a new location at 3124 N. Downer Ave., near the University of Wisconsin-Milwaukee campus.

The 1,200 square-foot coffee shop won't be ready by the start of UWM's fall semester, but will open sometime in the fall, owner Robb Kashevarof said.

The menu will mirror the menu at the Third Ward location at 189 N. Milwaukee St., which opened in 2022. The new shop will include 30 to 40 seats.

"Our cafe usually draws people from all walks of life," Kashevarof said. "We hope to see a lot of students and service the neighborhood as well."

The coffee shop will open next to Old Guard Games, a tabletop game store that opened in May. The buildings are part of Ben Checota's two-year renovation project. Checota also owns the game store.

This will be a third location for Valentine Coffee, which also has a shop at 5918 W. Vliet St. in the Washington Heights neighborhood.

Airline evolves customer experience with IBM public cloud platform and services.

UBank shrinks time to market — builds a loan app virtual assistant on IBM Cloud platform.

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