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Angaben zur Quelle [Bearbeiten]

Titel    Global Citizenship
Herausgeber    IBM
Ort    New York
Jahr    2007
URL    http://www.ibm.com/ibm/environment/annual/IBM_CorpResp_2006.pdf

Literaturverz.   

no
Fußnoten    yes
Fragmente    2


Fragmente der Quelle:
[1.] Msc/Fragment 073 19 - Diskussion
Zuletzt bearbeitet: 2014-12-23 16:37:36 Hindemith
BauernOpfer, Fragment, Gesichtet, IBM 2007, Msc, SMWFragment, Schutzlevel sysop

Typus
BauernOpfer
Bearbeiter
Hindemith
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 73, Zeilen: 19-44
Quelle: IBM 2007
Seite(n): 6, Zeilen: 2 ff.
Samuel J. Palmisano, Chairman, President and Chief Executive Officer, is emphasizing in the IBM 2007 Corporate Responsibility Report that the 20th century “multinational” is giving way to a new kind of institution, what IBM calls the globally integrated enterprise. This is with IBM a very different organizational architecture and way of operating any business or institution. Most importantly, it may offer hope for a new kind of progressive globalization, one that not only generates new opportunity for innovation and growth, but also extends that opportunity to many more regions and people. However, Palmisano accentuates that they must not be naïve or complacent. These benefits would not be achieved through a disruptive change by operating the way they have in the past. Only aggressive innovation will - with Palmisano - get through innovation that changes the enterprise from top to bottom and that engages it far more intimately with a broad societal ecosystem of businesses, communities and institutions.

Palmisano believes that the answer for the individual is similar to the answer for companies and nations - expertise, skills, knowledge. But simply saying that doesn’t really solve the problem in fact, it just begins the discussion, because the nature of expertise itself is changing. In the past, to become an “expert,” you went to school, you studied a body of knowledge, received a degree or certification and then went to work, usually with the expectation that you would stay in your chosen profession or career track for a lifetime. however, the nature of competition and the forces of innovation are shifting the frontiers of science, business and technology continuously. Expertise today is not static. To be competitive, any individual like any company, community or country has to adapt continuously, learning new fields and new skills. This is true within any given job, and it’s true across the span of an entire career. Well, who is in the best position to shape that learning? At IBM, they believe it’s the individual. No corporate headquarters can possibly adapt as rapidly or as specifically as a global marketplace requires. And they believe that this, in turn, requires nothing less than a new relationship among the company, the individuals who make it up and society at large.

The 20th century “multinational” is giving way to a new kind of institution, what we at IBM call the globally integrated enterprise. This is a very different organizational architecture and way of operating any business or institution. Most importantly, it offers hope for a new kind of progressive globalization — one that not only generates new opportunity for innovation and growth, but also extends that opportunity to many more regions and people.

However, we must not be naïve or complacent. We will not achieve these benefits or navigate our organizations through this disruptive change by operating the way we have in the past. Only aggressive innovation will get us through — innovation that changes the enterprise from top to bottom and that engages it far more intimately with a broad societal ecosystem of businesses, communities and institutions.

[...]

I believe that the answer for the individual is similar to the answer for companies and nations — expertise, skills, knowledge. But simply saying that doesn’t really solve the problem — in fact, it just begins the discussion, because the nature of expertise itself is changing.

In the past, to become an “expert,” you went to school, you studied a body of knowledge, received a degree or certification and then went to work, usually with the expectation that you would stay in your chosen profession or career track for a lifetime. However, the nature of competition and the forces of innovation are shifting the frontiers of science, business and technology continuously. Expertise today is not static. To be competitive, any individual — like any company, community or country — has to adapt continuously, learning new fields and new skills. This is true within any given job, and it’s true across the span of an entire career.

Well, who is in the best position to shape that learning? At IBM, we believe it’s the individual. No corporate headquarters can possibly adapt as rapidly or as specifically as a global marketplace requires. And we believe that this, in turn, requires nothing less than a new relationship among the company, the individuals who make it up and society at large.

Anmerkungen

The source is mentioned once in the beginning, but nothing indicates that long passages are taken literally from it.

Sichter
(Hindemith), SleepyHollow02

[2.] Msc/Fragment 074 01 - Diskussion
Zuletzt bearbeitet: 2014-12-23 16:37:39 Hindemith
BauernOpfer, Fragment, Gesichtet, IBM 2007, Msc, SMWFragment, Schutzlevel sysop

Typus
BauernOpfer
Bearbeiter
Hindemith
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 74, Zeilen: 1ff (entire page)
Quelle: IBM 2007
Seite(n): 7, Zeilen: 1 ff.
[At IBM, they’ve] begun their own journey toward this new model, toward empowering and enabling employees to make decisions and to act. They call it “lowering the center of gravity” of the company that is, trusting IBM-employees and pushing decision-making authority out and down. This has changed – with Palmisano - everything from how they manage client relationships and to their approach to employee learning. It has also changed how they think about volunteerism. On demand Community, for example, encourages and equips IBM-employees and retirees to be effective and engaged volunteers in their communities. They have contributed more than 6 million hours since the program launched in 2003, and On demand Community marked its 100,000th registrant in 2007. More choice, more control, more responsibility in the hands of the people who are in the best position to call the shots - not headquarters, but the individual employee. They took another step in 2007 with the introduction of something they call the IBM Global Citizen’s Portfolio. This new framework is aimed at enabling current and future IBM-employees to position themselves advantageously as global professionals and global citizens. There are initial programs focused on skills, leadership development and career transitions. They’re convinced this is the right path forward for individuals, communities and organizations, but they know it will require some unconventional approaches innovations that will be every bit as meaningful as the discoveries coming out of the labs. But, then, that’s exactly the kind of challenge their employees were thinking about when we [sic!] came together to shape our core values four years ago, including “Innovation that matters for our company and for the world.” The 2007 report describes how this new model of global citizenship and the values on which it rests are shaping IBM’s point of view on corporate responsibility in the 21st century. At IBM, we’ve begun our own journey toward this new model, toward empowering and enabling our people to make decisions and to act. We call it “lowering the center of gravity” of the company — that is, trusting IBMers and pushing decision-making authority out and down. This has changed everything from how we manage our client relationships, to our R&D, to our approach to employee learning. It has also changed how we think about volunteerism. On Demand Community, for example, encourages and equips IBMers and retirees to be effective and engaged volunteers in their communities. They have contributed more than 6 million hours since the program launched in 2003, and On Demand Community marked its 100,000th registrant in 2007. More choice, more control, more responsibility in the hands of the people who are in the best position to call the shots — not headquarters, but the individual IBMer.

We took another step in 2007 with the introduction of something we call the IBM Global Citizen’s Portfolio. This new framework is aimed at enabling current and future IBMers to position themselves advantageously as global professionals and global citizens. You can read about its initial programs — focused on skills, leadership development and career transitions — in this report.

We’re convinced this is the right path forward for individuals, communities and organizations, but we know it will require some unconventional approaches — innovations that will be every bit as meaningful as the discoveries coming out of our labs. But, then, that’s exactly the kind of challenge IBMers were thinking about when we came together to shape our core values four years ago, including “Innovation that matters — for our company and for the world.”

This report describes how this new model of global citizenship and the values on which it rests are shaping IBM’s point of view on corporate responsibility in the 21st century.

Anmerkungen

The source is only mentioned on the previous page.

Note that the replacement "we" --> "they" has not been done consistently: "But, then, that’s exactly the kind of challenge their employees were thinking about when we [sic!] came together to shape our core values four years ago"

Sichter
(Hindemith), SleepyHollow02

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