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As IBM celebrates its 100th birthday, many observers are rightly calling attention to the many strategic changes the company put itself through to remain relevant amidst dramatic technological and economic change. But one of the biggest transformations IBM went through is less about computers and more about culture. Over the last decade and a half, the company has realigned its HR practices and strategies to move away from the analog ways of the past and to embrace a variety of 21st century approaches, including some highly unconventional ones.
A first step in changing its HR profile occurred back in the mid-1990s when the company dropped its famous dress code requiring a dark suit and "sincere" tie in favor of "business casual." Next, the company that grew powerful in the early 20th century largely by manufacturing punch clocks got rid of "badging in" for a substantial portion of its workforce. According to the company, a full 40% percent of IBM's 400,000 global employees now work remotely.
The major reason IBM changed its HR rule book?
