Kanter (2009) explains how the company develops from a multinational to a globally integrated enterprise in a comprehensive and largely effective way. Explained by Hungry Tiger, (2007); International Trading Company, (2012); Maerki, (2010) The organization's strategy involves lowering the center of gravity regarding corporate governance and localizing the company in the 170 countries where IBM is present. IBM's cultural, educational, social, and philanthropic programs are all effective means of personalizing the Big Blue. Additionally, IBM's necessary factors are anti-American sentiment and distrust of foreign corporations. While Palmisano's vision and efforts have been effective, this includes creating value for his company's shareholders and recommending changes. As explained by DuBrin 2010), IBM would do well to further diversify its leadership to better reflect the company's global presence. As explained by Bucker & Poutsma (2010), IBM must modify university programs to benefit from highly competent graduates and university laboratories that develop innovations. Additionally, IBM needs to do a better job of determining the competencies of global organizations