Group 5 Bala Devam David

 Identify and discuss the strategic relevance of the initiative  Implementation challenges and possible modifications and changes.  The (impact) measurement challenges and the aspects to be measured

 General perception behind CSR development 1. Business vs Society - a zero-sum game 2. Generic CSR - helter skelter & uncoordinated - what they do rather than what they have achieved

 Moral obligation  Sustainability  License to operate  Reputation

Moral obligation “Doing the right thing” Its about achieving COMMERCIAL success in ways which honour ETHICAL values Ethical context Sustainability “Meeting the needs of the current generation without compromising the ability of the future generation to meet theirs” Environmental context Reputation Enhances the value of the brand Stock value appreciation Commercial context License to operate Permission from the concern authorities to do what they intend to do Legal context CSR

Moral obligation Doesn’t answer Trade-offs Sustainability Its Vague! Reputation Is it CSR or public relations campaign? License to operate Mission determined by external factors!?! CSR

 CSR becomes a - highly fragmented initiative - cosmetic rather than strategic  Its impact becomes - highly diffused - quick fixes rather than long lasting “win the battle but lost the war”

Inside-out linkages Outside-in linkages Identifying the points of intersection Generic Social Issues Value Chain Social Impacts Social Dimension of Competitive Index Choosing which social issue to address Responsive CSR Strategic CSR Creating a Social Agenda Re-enforcing the linkages Integrating Inside – out and Outside-in approaches The social needs the company can meet but the others can’t Creating a Social Dimension to the value proposition

Shared value rather than competing From Corporate Social Responsibility to Corporate Social Integration

 One of the leading firms in CSR  Initiatives such as Reinventing Education, One Demand Community, philanthropic donations  But such initiatives were - uncoordinated - no properly planed - not integrated - too many issues

IBM’s CSCSocial IssuesGlobalisation

 Screen shot

 Established in July 2007  Much more systematic and well planned  5,500 applicants from 54 countries  100 selected through stringent selection  Program split up into 3 curriculum - pre work (40-60 hrs/3 months) - field ( 1 month) - post work (2 months)  11 teams sent to countries emerging economies in 2008

 Happy partner organisations  Happy employees  Global IBMer’s + recognition for IBM

 Isolated Entity Globally united Org  Why do we need to globally unite?  Evolve and adapt with changing environment  Shared resources ---> Economically effective  What do we need for it?  Acceptance & Intention across organization to share  How do we instill it?  Involve every member in the decision making  Bottom Up fashion  Also sustains the instilled feelings Tranf.fxn

 What is that the company need to achieve?  CEO Organizational Perspective  To Globally integrate with its corporate culture intact  VP(CC&CA) Societal Welfare  To deliver social value  Similarly HR, MKT has their own goals  What to do, when all need the same resource?

 A common platform to put forth their goals  Co-ordinate all of them into a single unified process  Assess it’s compatibility with the overall functioning  Is it in sync with our core functioning?  Is the culture undisturbed?  Analyze the potentials in terms of:  Organization: Is the brand strengthened?  Society: Did it have any impact on society?  Employee: Is it beneficiary to them?

 Globally integrate  Unite on the basis of competitive advantage  People transformation  Globally compatible  Sustainable change  Plot all the needs to a unified process  “Global IBMer” to handle  Centralization vs Decentralization

So IBM’s strategy is  Spot the dots  Understand the requirements  Arrange the dots  Connect all into a unified process  Draw various combinations of line  Finding an optimal way  Analyze & Ensure the conditions  Think beyond the boundaries  Expand and solidify simultaneously

Would the line managers allow? team formation; constituents and the number of people Selection difficulties; how to screen and who should screen Pre launch Relevant work requirement Proper location Has to be one located within area of IBM’s operation Partner organisation related Arranging proper living conditions Performance monitoring; who does it? Who would pay for the program? Post launch

 Field exposure of 1 month probably too short  Stricter pre-work stage evaluation process  Proper tracking process of progress  A proper feedback system to act as a cursor for the new batches  Proper arrangements in terms of living and safety conditions  Go beyond the existing partner network  Pre-work stage should be full-time but over shorter duration