International Women’s Day – March 8th – is just the beginning of an ongoing recognition, call to awareness and cause for celebration of women and women’s issues around the world. But the theme of this year’s International Women’s Day goes beyond more recognition of issues. This year’s theme is encouraging action, speaking out and stepping forward to better manage and ultimately overcome the interrelated challenges women’s health, welfare, and social and economic progress.
Among the essential goals of IBM’s Corporate Service Corps (CSC) is to help empower women in developing countries in all areas of their lives – particularly in healthcare.
When women have access to good healthcare, their children continue to attend school, their families are strengthened, and they are more productive in the workforce and
Anyone looking for inspiration about how the public, private and not-for-profit sectors can collaborate need not look much further than a new book authored by Nicholas D. Kristof and Sheryl WuDunn. Titled A Path Appears: Transforming Lives, Creating Opportunity, this remarkable book describes how individuals and organizations can make a difference in the lives of others. Two of the many examples cited by the authors include IBM’s Corporate Service Corps and Smarter Cities Challenge. These programs deploy pro bono teams of problem-solving IBM consultants who work with community stakeholders around the world, while improving their own skills and cultural literacy. Here is how the authors put it:
In their desire to showcase corporate social responsibility, companies are giving more leeway to employees to give back – just as law firms have regularly done pro bono work. IBM developed a Corporate Service Corps, modeled on the Peace Corps, and has sent more than 2,400 people to provide consulting advice in more than thirty countries. In 2010, IBM also began a three-year, 100-city grant initiative in which employees donate their time to help cities launch large projects and resolve tough issues. IBM dispatched teams of five to six people for three weeks to formulate a master plan and strategies for execution. In
St. Louis, IBM helped devise a citywide information technology system that tracked everyone who entered the criminal justice system and allowed different agencies access to that electronic information. That system contributed to a 50 percent decline in crime in some neighborhoods, IBM says. Toyota has taken its sophisticated production expertise and helped hospitals, schools, and other non- profits improve efficiencies. In Harlem, for example, it trimmed the wait at a soup kitchen run by an organization called Food Bank for New York City from one and a half hours to eighteen minutes.
We would like to see more companies step into this arena, allowing employees to use their skills to take on pro bono projects. The nonprofit world is in desperate need of the corporate skill set, and our guess is that companies would be rewarded with increased morale and greater success in recruitment and retention. In the same vein, it would be good to see more corporations take on social joint ventures from time to time, in echoes of what Danone did with Grameen to make yogurt. If we insist on nonprofits and corporations being kept in separate silos, we all lose. If you work in a company, think about how it could help, or what a pro bono policy might look like, and see if there is interest among executives.
The best programs tackle a social problem that the company has the right toolbox for. That’s why Danone’s new yogurt with micro-nutrients and IBM’s information technology systems make sense. In finance, one of the most interesting initiatives to tap private funding has been Social Impact Bonds, launched in the United Kingdom in 2010 with the help of the Rockefeller Foundation, and two years later in the United States. ‘There simply wasn’t enough money in philanthropy, even with the explosion of philanthropy, and not enough money in government aid to really solve all the social ills,’ said Judith Rodin, president of the Rockefeller Foundation. ‘Not that money can solve everything, but that for those things that required money and big money at times, that unleashing private capital to do social good was going to be critical.’
Excerpted from A Path Appears: Transforming Lives, Creating Opportunity by Nicholas D. Kristof and Sheryl WuDunn. Copyright © 2014 by Nicholas D. Kristof. Excerpted by permission of Knopf, a division of Random House LLC. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
On International Volunteer Day 2014, we reflect on the interdependence of service and leadership.
The word “volunteer” has lost some of its luster in recent years, and that’s unfortunate. In a world where nearly every culture celebrates selflessness and caring for others, it seems only fitting that influential organizations should incorporate service into leadership development. IBM takes this commitment several steps further – not only by integrating citizenship and service into the company’s overall business strategy, but by enabling other companies to participate in IBM’s Culture of Service, and standing as a global example of how a values-driven organization can affect meaningful and sustainable change.
To volunteer is to contribute value by giving of one’s self. And when what one gives – time, talent, innovative technologies – has the power to transform its recipient, one does more than simply serve. Deploying cloud and mobile technologies to coordinate disaster relief & recovery or enable management of essential public health issues saves lives. Developing data analytics solutions that make timely transportation possible amid the crushing populations of growing cities moves economies from second-rate to world class. Connecting people – to information, to their governments and to each other – allows us to aggregate our intelligence to preserve our humanity. A culture of service inspires the desire to serve, and provides the opportunities and tools that make service possible.
Joe Keenan, executive vice president of The Nature Conservancy’s Latin America region, leads a staff of more than 320 people based in sixteen countries. Under Keenan’s direction, the Conservancy designs innovative strategies focusing on water, food, and infrastructure: collaborates with indigenous communities to help protect their rivers and forests; and establishes partnerships with the private sector to foster sustainable business and agricultural practices. IBM’s Corporate Service Corps interviewed him in connection with our engagement with TNC in the Amazon.
In 2008, when 36 Amazon municipalities were put on the Brazilian government’s
blacklist as the country’s worst deforesters, they didn’t just have a reputational problem. The government also curtailed the ability of farmers and ranchers in those municipalities
to sell their products.
The Nature Conservancy’s Amazon team had already started working on a solution. It’s PAM– an environmental management portal designed to help municipalities enforce Brazil’s Forest Code, help landowners comply with the code, and make it possible for municipalities to issue land-use licenses much more quickly.
With its warm, wet climate and vast expanse of 2.7 million square miles of land, the Amazon River basin has the potential to become one of the world’s most productive agricultural regions — essential for feeding a global population that’s fast approaching eight billion.
Yet, at the same time, the Amazon rainforest is an invaluable — and imperiled — natural resource. According to The Nature Conservancy, no other place is more critical to human survival. The basin, which is about the size of the United States and touches eight countries, harbors one-third of the planet’s biodiversity, produces one-fourth of the fresh water and plays a key role in warding off the worst effects of climate change.
Starting this week, a team of experts from IBM’s Corporate Service Corps (CSC) and Dow’s Leadership in Action program – brought together with the assistance of PYXERA Global – will collaborate with International Medical Corps to develop sustainability solutions for the community of Wolayita, Ethiopia. Specifically, the integrated team will work with area leaders to develop recommendations related to delivering health care services, informing and energizing community action on sustainability issues, and designing methodologies to measure and track improvements in public health.
During this process, IBM and Dow employees also will have the opportunity to develop their leadership and collaboration skills while forging new relationships in an emerging market. Together, these developments – community service, leadership training, and developing new markets and global leaders – comprise the “triple benefit” of IBM Corporate Service Corps.
Read today’s press release about this latest CSC engagement, and stay tuned for progress updates on our results.
Gina Tesla is Director of the IBM Corporate Service Corps. IBM’s Corporate Service Corps team members comprise some of IBM’s most talented employees, and provide skills to developing countries in disciplines that include information technology, research, marketing, finance, consulting, human resources and law. Since 2008, IBM Corporate Service Corps has dispatched approximately 3,000 IBM employees originating from 56 countries on engagements to 37 countries – making this pro bono problem solving program among the world’s largest.
In the 1960s, the world was a simpler place. The Cold War structured the international system, sovereign states were the main international actors, physical (versus virtual) warfare was the main security threat, and economic barriers limited international trade
and finance. The news cycle was longer than 24 hours, and there was no internet. But today’s states and multinational organizations share a very different world with financial institutions and corporations, non-profit organizations, terrorists, drug cartels, even pirates. “Sovereign states” aren’t as sovereign as they used to be, and security threats include vulnerable financial markets, failed states, cyber threats, infectious diseases, terrorism
and climate change.
Today, two non-traditional actors – American private foundations and U.S. corporate philanthropies – exercise a degree of global reach and influence that once was the province of states and multinational organizations. Over just the last two decades, we have witnessed a huge increase in the number and size of private foundations and the scale of their international activities as they pursue social, economic and even political change. U.S. corporations also are increasingly global, and are involved in social, environmental, health and other public issues in the countries where they operate.
Although as many as 80 percent of Ghanaian women seek prenatal care, HIV testing is often deferred due to a lack of public awareness, limited access to diagnostic tests and cultural stigma. As a tragic result, Ghana is among the world’s 22 countries with the highest burden of HIV infection in pregnant women. But Ghana is fighting back. President John Dramani Mahama recently announced the formation of a global consortium to reduce Ghana’s mother-to-child HIV transmission rate to less than one percent by 2020.
A critical component of the success of this vital mission will be Ghana’s collaboration with researchers from the Yale School of Medicine and expert strategists from the IBM Corporate Service Corps (CSC). Using advanced IBM Data Analytics and SmartCloud infrastructure, the CSC/Yale School of Medicine team will work with Ghanaian policy makers and health care experts to design the first phase of shutting down mother-to-child HIV infection for good.