IBM's three-part case examines how the company adapted to changing business and client needs and strategically implemented solutions to address these issues. The case explores the importance of a globally integrated enterprise as an organizational design goal for IBM and how it helps the company make decisions about competition. Specifically, the case delves into IBM's resource supply and demand management approach, known as WMI, which allows the company to effectively allocate resources across business units and borders. Additionally, the case highlights IBM's global talent management strategy and its focus on workforce engagement, development, and transparency. This strategy, as outlined by John W. Boudreau, emphasizes the concept of a "Globally Integrated Enterprise" which was coined by former IBM CEO, Samuel J. Palmisano.