Problems with your International Campaigns? Are you suffering from IBM syndrome?

This is a true story.

I was at a conference recently and reconnected with the global head of procurement for a very famous, and successful, consumer tech brand. Let’s call him George (not his real name).

George and I go way back, a decade or more. George told me that his company had problems when it came to the localisation and production of campaigns for their 50+ international markets.

They worked with a HUGE localisation / production company that was part of a large agency holding company.

I asked George “what’s the problem you’re having…surely said huge company knows how to do what you need”

“Oh said George, the countries aren’t happy with the quality of localisation, there are multiple rounds of approval which takes up a lot of time and costs a lot of money. They are also not very agile and responsive.”

I said “wasn’t that the same issue you had 3 years ago when you issued that RFI. I recall you had the same problems then. And you reappointed the same HUGE company that time presumably because they said they would fix the problems. I’m surprised you still haven’t fixed everything.”

“Yes I know said George, it is a bit mysterious.

It was not a mystery to me.

George was suffering from IBM syndrome.

Also know as "no one gets fired by buying from IBM"

Also known “appointing a big company will protect my reputation” syndrome.

George was heading a procurement function that bought from big companies because they had loads of people, lots of shiny technology and dots all over the map.

He was buying based on quantitative factors - how big, how many staff, how many offices.

He had completely overlooked qualitative factors - did they care; will they deliver great service; will you get an A team or a C team; will they prevent problems or leave you with problems.

The fact that his chosen supplier had still not solved issues that were core to an RFP win 3 years ago tells you all you need to know.

George was in love with buying from big companies.

Is your company suffering from IBM syndrome and leaving you to deal with the consequences?

Or do you have similar stories of businesses you can help, but that won't help themselves as there management is trapped by IBM syndrome?