Ibm’s Values and Corporate Citizenship

After its mission statement, the company enumerates its values in support of the mission statement. The values are the following:

Alongside the entrepreneur spirit, Innovation is the process of taking new ideas and implementing them into the market. Key word being “new”, an innovation can be sometimes viewed as the application to better solutions that meet new demand-requirements, inarticulated needs or existing market needs. Innovative ideas range from: goods, services, products, processes, services, technologies or ideas that create value for which customers will pay for. For an idea to be an innovation, it must be replicable at an economical cost and must satisfy a specific need. This means is that one must be ready and willing put their new idea to the test. On the other hand, there is recognition that “innovation is also critical to cultural, environmental, social, and artistic progress as well” (Bullinger, 2006). With this stated, high-tech innovation is ultimately the reason why we can be thankful for the many new conveniences of the 21st century. Although we might see the forefront of innovation being very prominent in today’s world, innovation is truly nothing new. From the start of modern man times, innovative ideas have paved the way for civilization to advance and develop into what we are today and at the same time, we have barely begin to chip away at the tip of the iceberg of our true human potential. Some scholars believe that innovation is a

mechanisms that had previously enabled the client to function in their daily life, leads as they

The Internet usage in the country has increased dramatically during the last years. Also, Ukrainian companies have a strong advantage in R&D. The country not only develops in the area of scientific research, but also in the area of software development that requires creativity and strong skills. According to the Ukrainian Statistical Institute, 14.2% of all enterprises were engaged in innovative activity and 11.5% introduced innovations during 2007. Furthermore, Ukrainian scientists have achieved world-class results in such fields

It is important that you develop an awareness of what you value, as these values will be important in informing your relationships with clients, co–workers and employers.

With these values in place makes sure that each person working within our organization models these characteristics. It helps establish priorities in daily work life and personal life and can help our organization grow. Effective organizations identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and direction so that every employee understands and can

CEO did not have an easy initiation as he tried to deal with the resulting economic downturn, the

“Our values are our commitment to the way we will treat each other. We aspire to be a company that everyone is proud to shop with, work for and do business with. Our values apply to all our stakeholders, including our customers, our people, our shareholders and our suppliers.” (Greggs, 2010, [Online])

As a person I believe I have strong values and have made right choices in my life. I am a very honest and dependable person that makes a positive impact at home and the workplace. We gain out outlook on values from day one starting with our parents and on up to role models and our environment. These values can change depending on outside factors and events in our lives. Values help us differ from right and wrong and help us with decisions every day. One of the biggest venues for values is in the workplace where we face challenges and obstacles all the time. Working with others and on team’s present challenges where our values come into play on how we work cohesively.

In the early 1970s the process of industrial innovation was commonly assumed as the “linear progression”, through development of technology in organizations, to marketplace, that became the “technology push model”. And in “mid 1960s- early 1970s period” appears 2ndgeneration of “Innovation model”, alluded to as "market pull innovation model”. In accordance with “simple sequential model”, the marketplace was new ideas as a source for controlling “R&D” that had a responsive role in innovation process. That is “demand pull” model. Individuals obtained this theory due to their restricted vision then. They considered science as the origin and cause of innovation. Consequently they believed that high investment leads to novel innovative product production (Balconi, Brusoni & Orsenigo 2010). Clearly, the one reason of innovation is scientific research. In the 20th century, several big companies, like “Ford, Philips, ICI and Western Electric”, put money on the research laboratory. They fed the quickly emerging markets for vehicles, industrial chemicals and electrical products for consumers with the “science and technology” assistance and structured efforts for “research and development” built steady innovation streams. The other main aspect is demand, where it can be easily understood. The needs of

To adapt to the fast changing pace of business, IBM CEO Louis Gerstner took the

A web-enabled platform was introduced, which was integrated with group-work, whereby the specially-trained ‘coach’ of the group could relay feedback and advice to participants. Bajer, the specialist who came in to aid the process, noted that after 100 days new behaviours and new ways of doing things had formed, with new language coming with this. Employee engagement, measured each year, was at an all-time high. The message that was taken from this was ‘it is possible to change the culture of an organisation... no matter how challenging it might seem at the start’ (Losada and Bajer, 2010). Similar success can be seen with NUMMI, a joint venture between General Motors and Toyota, outlined by John Shook (2010). What was seen here mainly affected the chronically under-performing Fremont plant of GM, but did have significant effects across the company. Previously there had been a culture upon which management had no control over. Quality had been known to be sabotaged and absenteeism often reached 20%; more than anything the culture was ‘anti-General Motors’. However, after the majority of workers were sent to Japan for training and then the adoption of not only Toyota’s stop-the-line production system1, as well as some of their key principles, a mutual trust was formed and the culture was reformed. Toyota’s ‘Respect for People’ tenet (Shook, 2010) summarised the vast change that had

Prior to their cultural change that took place in the early 1990’s, many would have said that IBM was on a fatal downhill slide. At this point they were beginning to become obsolete. IBM at one point was among the leaders within the world for hardware/software development and information technology services, but all divisions within the organization were run independently from one another. They were not a unified enterprise. To solidify this even further, “rather than working together as a team, divisions competed against each other both internally and in the field” (DiCarlo, L., 2002).

Companies live and breathe innovation; or, at the terribly least, notice it basic to their success. Such companies are those that others ought to emulate for they recognize that to do business, as Peter Drucker prompt in an exceedingly recent Harvard Business review article, “Every firm—not simply businesses—needs one core competence: innovation.”

In comparison with the loss of 4 billion in 1992, what Gertsner did was amazing. He coped with IBM problems by solving the most severe to the less one. At that time, problems of products and customers was the most serious which cost IBM billion dollars in loss. Gernstner focused on getting cost out as quickly as possible and ‘clean sheet’ the process and redesign it for global use.