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Abstract:
The need for a fresh approach to U.S. communities is more urgent than ever because of the biggest global economic crisis since the Great Depression. Through examination of the barriers to solving urban problems (and the ways they reinforce each other), this paper offers a new approach to community transformation which calls for leaders to use technology to inform and connect people. We need to convert the social safety net into a social safety network through the creation of smarter communities that are information-rich, interconnected, and able to provide opportunities to all citizens. This process has already begun through such programs as Harlem Children’s Zone, Baltimore’s CitiStat, Elevate Miami, and others. And they can be replicated. But technology alone is not the answer. Realization of the vision requires leaders to invest in the tools, guide their use, and pave the way for transformation. Perhaps the urgency of the current economic crisis can provide the impetus to overcome resistance to change and turn problems into an opportunity to reduce costs, improve services to communities, and make our cities smarter.

Abstract:
No abstract available.

Abstract:
The transformation of IBM into a globally-integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, IBM was known for a strong culture and a commitment to fairness and social responsibility, operating under a set of principles articulated by founder Thomas Watson. As IBM entered its second century, it was appropriate to take a fresh look while remaining unwavering in ethics, integrity, and - to use the twenty-first century word - the highest standards of corporate citizenship. All of this could be done with strategic use of IBM technology and innovation. Yet IBMers in a variety of business roles and geographies also wanted the company to do even more. Members of IVT5 pondered this, and other global citizenship possibilities as they reviewed how people were developed and worked in IBM today, as the transition to the GIE was underway.

Abstract:
In its quest to become a globally-integrated enterprise, IBM needed to develop new ways of working. Already, it competed for talent by being a best workplace, an employer of choice with the best opportunities. It had been one of the first companies to provide paid vacations, health insurance, sick leave, job sharing, and domestic partner benefits. Its human resources (HR) portfolio included a full array of progressive policies and programs. Senior Vice President of Human Resources Randy MacDonald said, "There are five things that people come to work for IBM for, and it's not compensation or benefits. It's diversity, workplace flexibility, performance differentiation, learning, and leadership. Those are our differentiators." There was increasing flexibility in how people were employed, including alumni. In addition to full-time regular employees, there were people on long-term supplemental contracts. In Europe, IBM salespeople who had peaked and were going no further could be placed with customers or business partners for several years, with the chance to return to IBM. The case of IBM's response to the Asian Tsunami showed it at its best: values-driven, self-organizing, able to move at lightning speed connecting global and local resources. This was the kind of global leadership and citizenship IVT5 was charged with enhancing. But how could IBM provide a tsunami-relief-like experience to everyone, without a disaster?

Abstract:
In April 2008, members of IBM's fifth Integration and Values Team (IVT5), were close to finishing their deliberations. This high-powered group of high-level executives included country general managers from India and Brazil as well as vice presidents from businesses and functions, chosen from a group of about 300 leaders convened Chairman and CEO Sam Palmisano to view IBM holistically. Senior VP of Corporate Communications and Marketing, Jon Iwata, and the new head of Research, John E. Kelly III, were the executive sponsors, IVT5's focus was on "the global IBMer" defining and developing leaders for the global economy; making the "globally-integrated enterprise" relevant to all employees through global citizenship and the IBM values and culture; and ensuring market access in the form of a level playing field for IBM to compete globally. The scope was all 170 countries in which IBM operated. As leaders who had risen to their positions because they were globally-oriented systems thinkers who reflected IBM's emphasis on innovation, they knew that it was necessary to stand back to look at the big picture - to see how IBM worked now, to view IBM at its best, but also to understand the gaps, dilemmas and opportunities.

Abstract:
After a series of acquisitions, Maurice Levy, the Chairman and CEO of Publicis Groupe, had created the fourth largest marketing and communications company in the world. His next major challenge was managing the company's digital transformation. In December 2006, Levy acquired Boston-based Digitas, the market's leading digital agency, headed by David Kenny. After the initial merger, which included the unbundling of Digitas capabilities and the global expansion of its agency network, Publicis Groupe launched VivaKi, a new company-wide digital platform, to spearhead the firm's total transformation. But since the June 2008 launch, the global economy had taken a turn for the worse. Could Levy, Kenny, and other leaders change the holding company quickly and effectively enough to make the new model work?

Abstract:
Describes the conception, development and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM's best global employees were deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines and Vietnam. The case provides data for students to assess the first year of operation and recommend what changes IBM should make to the program moving forward. Also considered is how the CSC fits into IBM's broader corporate citizenship portfolio and IBM's globalization strategy.