5. What specific human resource management and human capital indicatorssuggested that a change was needed in how IBM approached its talentmanagement decisions? If you were an IBM business leader, would you careabout improving talent management at IBM? What would be the evidence youwould probably be seeing that would cause you to desire an improvement? Ifyou were an HR leader at IBM, why would you care about improving talentmanagement? Are the answers for a non-HR leader and an HR leader the same?6. If you were a board member or a member of IBM’s executive team and you werepresented with the vision of the “Workforce Management Initiative” shown inthe case and told that implementing such an initiative would take several yearsand cost up to US$100 million, would you embrace the initiative or resist it?Why?7. Consider the questions posed in the last section of the case study (pages 13-15).How would you design the change-management initiative and the WMI itselfin answer to these questions? Why would you make those choices? What do youthink Randy and the IBM HR and executive team decided to do?

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