Senior IS executive: Doug Stuart, New Zealand information technology manager Reports to: Chief financial officer
Size of IS shop: 21
Mobile PCs: 1050
Hand-held devices: 70
Total screens: 1608
Industry: IT supplier
PC environment: Linux, Windows XP, IBM, Lenovo
Server environment: AIX; Linux; Windows 2000, 2003; xSeries, iSeries,
DBMS: DB2, Lotus, SQL Server
Address: 100 Willis Street, Wellington
Key IS projects this year: Redesign and implementation of domestic
network; technology fi t-out of IBM New Zealand’s new site in Petone;
consolidation and rationalisation of voice services and management
across Australia and New Zealand.
IBM NEW ZEALAND’S primary objective in 2008 is to grow its business,
capture market share by continuing to build deep relationships with
clients and partnering with them to design and implement strategic
business solutions that help them be more successful. To achieve its
growth targets, IBM will continue to focus on increasing engagement
with fast-growing market segments, such as the mid-market and public
“We saw strong growth with mid-market clients in 2007, largely
as a result of our ExpressAdvantage offerings, which are priced and
designed specifi cally for mid-sized companies and delivered with
support from our extensive network of Business Partners,”
Doug Stuart, IBM New Zealand information technology manager says.
IBM will also have a strong focus on environmental, workforce and
The company’s internal IT strategy is focused on delivering fl exibility,
mobility, cost effi ciencies and the ability to collaborate. Employees
have access to tools that enable flexible and mobile working, meaning
they don’t lose productive time because they can’t get online or access
the systems they need.
As a globally integrated enterprise, IBM must draw on the full capability
of its global workforce to deliver client success.
Business challenges for IBM in 2008 include the potential for a
signifi cant economic slow-down, the need to continually improve
productivity, a tight labour market and a shortage of specialist technical
skills. “We’re feeling the same economic, productivity and labour
pressures as every other organisation in New Zealand,” says Stuart.
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