In a world where innovation meets inspiration, Tanja Bächle stands at the forefront, championing eco-friendly technologies and advocating for female empowerment. As a dynamic moderator and speaker based in Vienna, Tanja’s mission is clear: to spark excitement for sustainable solutions and foster a new generation of thinkers who dare to step outside the box.
You’ve been working at IBM focusing on ecosystems and technology. Can you share how you envision creating solutions and partnerships that drive innovation and solve organisational challenges?
A great question! The collaboration with our ecosystem partners has many facets and is aimed at a variety of needs and challenges when it comes to innovation. One of the aspects is the portfolio development of our partners and the associated expansion of it. Another is the question of common go-to-market options. We collaborate with ecosystem partners at different levels. We partner with companies globally but focus on local partnerships in the country. There are partners who sell our technologies and others who provide services to partners who incorporate IBM technology into their solutions. Technology is an enabler for solving a wide variety of business challenges, and therefore individual topics and partners are needed, who need to be brought together in the ecosystem.
More about partnering with IBM: https://www.ibm.com/partnerplus
As a mother of three teenagers, how do you balance the demands of a high-tech career with family life? What strategies have you found most effective for managing both roles successfully?
I have to smile a little about this question, because the complexity lies in the balance between saying YES and NO, also in being in a partnership or not, especially if we talk about “family care”. In the business context, I can more easily measure my goals with KPIs and thus show success or failure. There are no fixed KPIs in the family environment. My work environment and my family environment are very dynamic. From a working perspective, there are fixed appointments, yes, but I usually have the flexibility when to work with my colleagues and the ecosystem partners. My teenagers are very independent and very busy with school and sports. Fortunately, the days are over when we as mothers had to justify ourselves when a family issue came up. One of the challenges I see as a mother is how I manage my time and when it is necessary to plan time at home. In the meantime, I block my calendar at certain times so that I have time for my children, or I need time for myself and my sport. Furthermore, I am not a single parent and the task of “family care” is one that I share wonderfully with my partner.
You’ve spoken about the importance of female empowerment and inclusion. Can you tell us more about why this is close to your heart and how you advocate for these values in your professional life?
Female empowerment is close to my heart, not only because I am a woman, but because I have children, boys and girls. I want to help them to grow up in a world where there are no differences based on race, origin or gender. My experience shows me that it is important to stand up for rights and represent them. Coming from a business context, challenges can be overcome if as many aspects as possible are brought to consideration. This mainly happens in an environment that consists of diverse teams and diverse leadership. Young women still tend to hide their light under a bushel and let their male colleagues get ahead. I see this at conferences and expert discussions where the representatives are still mostly male. But diversity and inclusion only work, if everyone pulls together, it is even more important to start this in an inclusive approach together with male alleys.
What does it take to turn a disruptive idea into a successful business model?
Disruptive ideas require, on the one hand, the courage to change and a visionary goal, as well as the analysis of the market and customer base. A disruptive idea must also be examined in the market context to see whether the market already has the level of maturity.
In your role at IBM, how do you connect the right partners and people to drive growth and innovation? What qualities do you look for in potential collaborators?
From my point of view, the question is not about the right partner; but rather about connecting people with each other and bringing them into an open conversation about their respective capabilities. Only if you know what the person opposite can do and stands for you are able to say whether you can and want to partner with them. Potential partners are those who are open to technology and where it’s not just a question of what’s in for me, but where the exchange can take place on an equal level. Even if I talk about technology and technology partnerships, in the end they are people who shake hands, look each other in the eye and want to achieve something together.
Technology is a major enabler in today’s business landscape. How do you ensure that the solutions you develop are open, secure, and agile enough to meet the needs of modern businesses?
You’re right, technology is an enabler, and especially for the IBM portfolio I can say, it is open, secure and agile. It is IBMs strategy to be the leading Hybrid Cloud and AI company. If we look at the portfolio from infrastructure, software, security and services, the acquisition of Red Hat underlines precisely this strategic orientation. Another look at modern business requirements, is the question how AI or generative AI can bring value to organisations. watsonx is the AI and data platform for companies to offer trustworthy AI in an open, secure and compliant manner. In addition, the degree of digitalization towards automation must be considered. This is supported with the IT automation portfolio, from a business and cost value perspective. More about the IBM portfolio, can be found on https://www.ibm.com
You’ve been described as an ‘out of the box thinker.’ Can you share an example of a time when thinking differently led to a breakthrough in your career or a project you were involved in?
Happens almost always. Established structures and processes are good and important, but I always ask myself what we can do better. As an example, after COVID we started offering technology breakfasts again, classic: one speaker, one topic. The IBM team and I broke this model and we now have breakfasts with several partners in rolling breakouts. And yes, also with partners who are sometimes competitors on the market. The outcome is: more participants, as well as a more active exchange between our partners. Another example: in the past we have spoken individually or with a few partners, but in the meantime we bring our ecosystem partners together in regular discussions at a wide range of levels. Talking, exchanging ideas and getting to know each other fosters change and innovation. We also refer to this as: from EGOsystem to EcoSystem.
As someone who champions lifelong learning, how do you stay ahead of the curve in the fast-paced world of technology? What resources or practices do you rely on to keep learning and growing?
This is a complex matter, because learning is not just about staying ahead of technology, but also about further developing ones own skills. This happens at different levels and with different resources. What worked out well for me:
- I learn from other people and their experiences
- Quick reading – ‘Blinkist’ is a good tip
- Courses and additional training on topics that really interest me (such as my studies during COVID on business topics and agile leadership or my moderation training)
- audio books and podcasts
- online training courses that are offered to me via IBMs online learning platform ‘Your Learning’
How do you approach the challenge of developing new business revenue streams? What key factors do you consider when looking ahead to future growth?
New business streams arise from the portfolio growth plans with the business partners I work with. Depending on what the business partners basic environment is, adding technology and services creates new revenue streams. The focus around future growth is the market development and the market strategy of the business partners with whom I work.
Outside of work, you’re passionate about running, creative cooking, and spending time with friends. How do these hobbies contribute to your personal well-being and professional creativity?
In the meantime, I have understood what is good for me and what gives me energy, it was a process. Running and sport give me the strength to clear my head and come to myself. Clearing my head and feeling myself is also an important aspect of my own resilience. Running also gives me the best ideas and most creative approaches 😉
Cooking and eating are important in my life because it’s not just the intake of it, but the time and company with my family and friends. Cooking together, spending time together, talking and exchanging ideas puts the focus where it should be, on each other.
Connect with Tanja:
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Email: t.baechle@at.ibm.com