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.
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