Group 3: Flora, Mark, Tom, Larry, Peter
1. Case Introduction
2. Questions and Answers
4. Take away
1. Case Introduction
International Business Machines, abbreviated IBM, is a multinational computer technology and IT consulting corporation headquartered in Armonk, New York, United States. The company is one of the few information technology companies with a continuous history dating back to the 19th century. IBM manufactures and sells computer hardware and software (with a focus on the latter), and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology. IBM has been well known through most of its recent history as one of the world's largest computer companies and systems integrators. With over 380,000 employees worldwide, IBM is one of the largest and most profitable information technology employers in the world. The company is doing business in over 170 countries. The case is focused on the period from 2004 to 2009, when IBM was facing pressures of globalization. The CEO of IBM was focused extensively on making global integration successful and how the new business environment would require globalizing IBM from the “bottom up.” The Corporate Service Corps (CSC) was a concept developed by the Corporate Citizenship and Corporate Affairs (CCCA) group and approved by the top tier management. Ultimately, the CCCA team decided that the CSC program would span six months – three months of “pre-work” preparation, one month working in-country, and two months of “post-work.” The participants were selected from 54 countries over 5,500 applications and the program was launched in July 2008. Between July and October 2008, the Corporate Service Corps program has sent total 100 participants on over 11 teams to the following countries Ghana (2 teams), Tanzania (2 teams), Romania (2 teams), the Philippines (3 teams), and Vietnam (2 teams). The case is to assess the CSC program at the beginning of year 2009, identify the deficiencies and provide recommendations for the future programs. 2. Questions and Answers
3.1 Question one: In July 2007, what is the biggest challenge facing Kevin Thompson, and Why? In July 2007, the CSC program was approved. Kevin Thompson is the program manager under Stanley Litow, vice president of CCCA (corporate citizenship and corporate affairs). CSC is one of the CSR programs addressing the rest 20% globalization issues that IBM has not addressed and the CEO of IBM placed a very serious attention on the program. The biggest challenge facing Kevin Thompson is how to implement the program within one year. He wanted the program to be successful and productive especially for the first pilot year. Since the program is newly developed, the implementation of the program was very complex. A full IBM team effort is required. There are several items facing Kevin Thompson: * How to find the right implement partner and how many people to assign to each them and determine the type of projects CSC required. * How to balance the need to have a work experience in the developing world where people can be productive, learn new skills, develop leadership opportunities, benefit people on the ground, make a real contribution to society, and create a benefit to IBM. * To determine the criteria of candidates, such as experience, education. Number of candidates in a team. How the team will be formed either by geography, profession or organization. * What would be the criteria for applying or getting into the program? What would an application look like? What level should they be within the company to apply? When would people apply for this? How would it connect to IBM’s existing leadership training program? Who would participate in the scanning or the screening of applications? * How the management standpoint would be set it....