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19 December 2011
                       Добро пожаловать!          © 2011 IBM Corporation
Global GLBT IBM Leadership Conference, Dallas, Texas, USA, 28 October 2011




Global GLBT IBM Leadership Workshop
Dallas, Texas, 28 October 2011




                                                                             © 2011 IBM Corporation
Welcome
                   Fred Balboni and Sarah Siegel
                              8.30




19 December 2011                                   © 2011 IBM Corporation
Global GLBT IBM Leadership Workshop Agenda
        8.30        Welcome! Breakfast is provided.
        9.05        GLBT executive panel

                    Esther Dryburgh; Fred Balboni; Mary Garrity; and Joseph Bertolotti; Moderator: Sarah Siegel
        10.15       Small groups on how our identity informs our leadership
        11.00       Break
        11.15       Small groups & report out: gender among GLBT leaders, what’s the difference?
        12.15       Leadership pipeline focus and the IBM Competencies – Tom Fleming
        12.30       Lunch & networking
        13.30       IBM Competencies brought to life by participants’ stories

                    Guy Pacitti; Peter Havelock; Greg Johns; Kathy Colucci; Claudia Woody; David Likins; Annette
                    Coffey; Rob Shook; Tom Fleming
        14.30       Your IBM story – Participants in plenary, introduced by Fred Balboni

        15.00       Break

        15.15       Vital Few readout – Claudia Woody
        15.30       Current initiatives to join – Tony Tenicela
        16.00       Small groups & report out: What happens when you return home?
        16.25       Closing remarks – Claudia Woody
        16.30       Bon voyage! Workshop is done.

 19 December 2011                                                                                            © 2011 IBM Corporation
GLBT Executive Panel
     Esther Dryburgh, Fred Balboni, Joseph Bertolotti,
                    and Mary Garrity
                 Sarah Siegel, moderator


                           9.05




19 December 2011                                   © 2011 IBM Corporation
When and why did you first
 think of yourself as a leader?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
How can we contribute to the
      2015 Roadmap?




19 December 2011         © 2011 IBM Corporation
When and why did you first
     think of yourself as gay,
     lesbian, bi and/or trans?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
Where will Business Analytics
contribute to GLBT equality in
     the next five years?



19 December 2011          © 2011 IBM Corporation
When and why did you first
     think about your gender
             identity?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
When will Cloud Computing
benefit a majority of technical
           leaders?



19 December 2011           © 2011 IBM Corporation
When and why did you first
    think of yourself as among
         your nationality?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
In a Smarter Planet, how do we
     ensure respect for local
   identities and imperatives?



19 December 2011          © 2011 IBM Corporation
Small Group Discussion: how our identity
                         informs our leadership
                    Executive panelists join the small groups


                                    10.15




 19 December 2011                                               © 2011 IBM Corporation
When and why did you first
 think of yourself as a leader?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
When and why did you first
     think of yourself as gay,
     lesbian, bi and/or trans?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
When and why did you first
     think about your gender
             identity?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
When and why did you first
    think of yourself as among
         your nationality?
           How did you act on your
                knowledge?


19 December 2011                     © 2011 IBM Corporation
Break

                   11.00




19 December 2011           © 2011 IBM Corporation
Small group & report out: gender among
 GLBT leaders, what’s the difference?

                    11.15




 19 December 2011                © 2011 IBM Corporation
Gender Among GLBT Leaders:
 What’s the Difference?
     Please discuss as a group. One person per table, agree to be the
     scribe to capture key discussion points The scribe gives the
     summary-sheet to your team’s spokesperson to report out on:
    Imagining non-GLBT leaders’ perspectives:
          What do you think are among their assumptions when they
          consider promoting you?
          What do you wish they understood about your gender in the
          GLBT context?
    Overcoming challenges:
          As a G, L, B or T leader, how do I overcome any challenges
          inherent in my gender?
          What are specific actions I can take to overcome any challenges
          inherent in my gender?
    Future CEO of IBM:
          What do you think it will take for there to be a female L, B, or T
          CEO of IBM?
          What do you think it will take for there to be a male G, B or T
          CEO of IBM?
 19 December 2011                                                              © 2011 IBM Corporation
Leadership Pipeline Focus and IBM
           Competencies
                   Tom Fleming


                     12.15




19 December 2011                 © 2011 IBM Corporation
IBM: Top Company for Developing Leaders

                                                      Forward-thinking
                                                     proactive initiatives

                                                                         Hewitt Assoc/CEO Magazine
                                                Differentiated
                                               business results
                                                                                Ranked IBM #1
                                                                         Top Companies For Leaders
                                                                                 2002 & 2003
                                         Innovation in
                                    leadership development


                           Comprehensive practices
                               well executed
   Fortune ranks IBM #1
 Top Companies for Leaders
2009-2011 – judged biennially

     IBM Leadership Development, always ranked near the top


     19 December 2011                                                                © 2011 IBM Corporation
IBM Leadership Landscape
 IBM Leadership Governance


              Operating Team
              Operating Team
       Day-to-day marketplace execution
                                                                AA XX
                                                       PT: 58
                                                    I&VT: XXX
              Strategy Team
              Strategy Team                                      A XX
    IBM’s strategic direction and emerging
            business opportunities
                                                                 B XXX

            Technology Team
            Technology Team
                                                                 C XXXX
  Near- and long-term emerging technologies,
      technical developments and issues                          D XXXX

             Performance Team
Accountable for business performance & results.
        Develop cross-unit strategies.                 All Band 10 and below
                                                             XXX,XXX+
    Integration and Values Team (I&VT)
Integrate IBM’s enterprise-wide capabilities, and
  align and communicate strategies and values




      19 December 2011                                                         © 2011 IBM Corporation
IBMers Worldwide Today

                    IBM Population
                       >425,000


                      Managers
                       XX,XXX


                     Executives
                       X,XXX




 19 December 2011                    © 2011 IBM Corporation
The GLBT Leadership Opportunity

                                               IBM Population
                                                                           Ca X% self-
                                                   X,XXX                     selected



                                                                                    ≡ < X%
                                                 Out GLBT
                                                 Executives
                                                    < XX




                    See the list of out executives here: http://ibmurl.hursley.ibm.com/1W7T.
 19 December 2011                                                                              © 2011 IBM Corporation
GLBT Indicator linkage with Global Business and
Technical Leadership Resources
 For first time, the GLBT Indicator linked with Business and Technical Leadership
 Resources (BTLR) database for analysis.
 XXXXX self identified, GLBT employees formally approved the linkage of their status with
 the BTLR data (some declined).
 GLBT Indicator link with Business and Technical Leadership Resources (BTLR) allows for
 broad data analysis including what is noted below:

   – For Band 10 and Above:
      • Ultimate Potential
      • Next Move Timeframe
      • Current Executive Role Pipeline
   – For Band 8-9:
      • Band 10 Attainability
      • Band 10 Role Pipeline
      • Next Move Timeframe




  19 December 2011                                                              © 2011 IBM Corporation
Business Evolution Requires Leadership Evolution
                                                      New themes

                                         2010     Thinking systemically
                                                  “360 Degrees” of Trust
                                                  Handling ambiguity and
                                                  uncertainty
                                                  Cultural adaptability
                                                  Emphasis on result-
                                                  oriented communication
                                                  Inspiring employee
                                                  engagement and
                     What we bring forward        empowerment
  Former Leadership Competencies are embedded     Taking initiative and
  Former Foundational Competencies are embedded   accountability


  19 December 2011                                               © 2011 IBM Corporation
IBMers at Our Best: Our Competencies
                                                                Embrace
                                                                challenge


                                                                                             Partner
                                      Help IBMers                                          for clients’
                                       succeed                                              success




                        Communicate                                                                       Collaborate
                         for impact                                                                        globally




                                                                                                     Act with a
                            Continuously                                                             systemic
                             transform                                                              perspective




                                                    Influence
                                                     through                  Build
                                                    expertise               mutual trust




29   19 December 2011                                                                                                   © 2011 IBM Corporation
Lunch

                   12.30




19 December 2011           © 2011 IBM Corporation
IBM Competencies brought to life by
         participants’ stories
Guy Pacitti; Peter Havelock; Jim Freeman; Kathy Colucci;
 Claudia Woody; Esther Dryburgh; Annette Coffey; Rob
                   Shook; Tom Fleming


                        13.30




  19 December 2011                               © 2011 IBM Corporation
Embrace challenge
IBM is in the business of taking on
complex situations and challenges. The
mission of IBMers is to make the world
work better--from daily breakthroughs
to world-changing progress. So we                Displaying and inspiring a
focus on the future and embrace the                   positive attitude
hard challenges facing our teams, our
clients and our communities.                 Seeking and seeing opportunities in
We see opportunity in complexity, and              challenging situations
are skilled at identifying the central
issues and charting a path forward. We          Demonstrating resilience and
take personal accountability for                  overcoming resistance
transformative outcomes--and our
belief in progress inspires others to rise       Focusing on key priorities
to the challenge with us.




   19 December 2011                                                      © 2011 IBM Corporation
Partner for clients’ success
IBM’s worth depends not just on what we
imagine, but what we deliver. IBMers go
above and beyond what is expected to
achieve our clients’ current and future          Understanding the
aspirations. We deliver client value. We       client and the industry
act as their partners and derive great
pride from their success. We invest the
time to understand their situation and     Focusing on the client’s needs
unmet needs; seek out market and
societal insights; and make connections        Developing enduring
across the whole of IBM to serve them.       partnerships with clients
We work alongside our clients, co-
creating approaches, solutions and         Connecting across and beyond
ultimately their success--which in turn,     IBM to provide integrated
transforms whole industries, economies
                                                     solutions
and society.




  19 December 2011                                                   © 2011 IBM Corporation
Collaborate globally
IBMers are global professionals and
global citizens--and must therefore be
skilled at collaboration. We think and
work shoulder-to-shoulder with others--        Fostering collaboration
across the boundaries of teams,               within and between teams
disciplines, organizations, countries and
cultures--to achieve the right outcome.       Developing and leveraging
As the human dimension of a globally
                                              networks across disciplines
integrated enterprise, we build our own
networks of experts--and we encourage           and cultural boundaries
our colleagues to use the collective
intelligence of their network not just to     Leveraging IBM’s collective
get work done, but to identify what needs     intelligence and capabilities
to be done and to take collective action.
We see our networks of global citizens          Taking collective action
not just as collections of individuals, but
as a collective leadership force creating
the full promise of IBM to transform the
marketplace, society and the world.


  19 December 2011                                                      © 2011 IBM Corporation
Act with a systemic perspective
IBMers are systems thinkers. We help
our clients, our colleagues and the world
understand and design the essential
dimensions of any system – how it
                                                      Thinking Systemically
senses, maps and analyzes information,
detects underlying patterns, and
translates that knowledge into belief and        Detecting underlying patterns and
action. We help others see this end-to-         interrelationships among seemingly
end view, synthesizing information from                    disparate issues
many dimensions – whether the system
in question is technological, economic,             Making timely and effective
societal, cultural or natural. This systemic                decisions
view allows us to frame problems
properly, and to take the right action in
the right way at the right time. It also lets     Acting decisively, taking risks
us anticipate the impact of our actions on              when appropriate
others. Knowing all this, we act wisely
while boldly taking the right risks.



  19 December 2011                                                          © 2011 IBM Corporation
Build mutual trust
IBM’s business model requires getting
different constituents to work together to
solve problems and open up opportunity-
-be that inside IBM, among
organizations, within our clients, or in the      Developing “360 degrees”
case of world-changing work, with many                     of trust
communities. IBMers are skilled at
building “360 degrees of trust” across
                                                   Respecting other’s values,
this full spectrum of IBM’s constituents--
finding common ground for those with           cultural and organizational norms
different objectives, aspirations,
constraints and cultures. We build these        Trusting in other's capabilities
kinds of relationships by acting with
integrity, assuming positive intent and
ensuring that openness and trust are           Acting with honesty and integrity
maintained--even when agreement is not
achieved. We trust in the skills of others-          Taking responsibility
-that they know what to do and how to do
it, and are motivated to achieve the
result. And if we see trust eroding, we
take accountability to remedy that
quickly.

  19 December 2011                                                        © 2011 IBM Corporation
Influence through expertise
IBM’s value proposition and business
model are grounded in delivering
expertise. So we continually deepen our
own and our colleagues’ knowledge and        Promoting the continuous
eminence--as professionals, as             development of one’s own and
collaborators, as leaders, and as fully   others’ knowledge and expertise
realized IBMers. We develop our skills
and careers through feedback, coaching,
mentoring and challenging assignments-       Adopting a mentoring and
-within IBM and in the communities              coaching approach
where we and our clients live and work.
And we take personal responsibility for     Developing others through
developing IBM’s thought leadership,
both inside and outside our                   challenging and cross-
organizations.                              organizational assignments

                                                Focusing on talent
                                                  development



  19 December 2011                                                   © 2011 IBM Corporation
Continuously transform
IBMers are committed to building the
future--a better world, and a better IBM.
This is what IBM has done for 100 years.
Our intellectual curiosity and spirit of
restless reinvention, animated by a belief     Adapting to and leveraging
in reason, in science and in progress,            changing situations
infuses the enterprise with energy.
Today, in a world where the future is far     Infusing the organization with
less predictable, IBMers actively seek       intellectual curiosity and energy
what we do not know and haven’t yet
imagined. We cultivate an environment
of openness to new approaches and
                                                 Cultivating a climate of
experimentation. We rethink                             openness
assumptions and ask probing questions–
to grasp new situations, unearth                  Fostering innovation
opportunities and create new markets.
We engage others whose background,
culture, language or work style is
different from our own. This is the heart
of an IBM that can learn, adapt, and
continuously transform.
  19 December 2011                                                       © 2011 IBM Corporation
Communicate for impact
IBMers communicate to find mutual
understanding and to build a sense of
shared outcomes. That starts with
listening; we ensure people’s ideas and
concerns are heard. We bring deep               Listening for mutual
expertise and perspective, which are the           understanding
ingredients to communicating clearly and
simply, especially in complex situations.    Creating messages focused
We interpret and synthesize disparate
                                               on the target audience
concepts, strategies and intent. We
leverage our understanding of others’
perspectives--the ones they can express,       Delivering messages in a
and the ones they cannot yet--to tailor      timely and effective manner
what we say and how we say it. We
communicate authentically, in a timely
way and in the most effective manner--
even when conveying difficult topics or an
unpopular opinion.



  19 December 2011                                                     © 2011 IBM Corporation
Help IBMers succeed
The IBM brand is about IBMers, and how
we show up in the world--not just client-
facing IBMers, but all of us. So we each         Establishing clarity on
strive to bring our best selves to our       roles, expectations and goals
work. And we are in the service of the
success of others--ensuring they have
resources, ongoing support and clear        Providing resources and support
milestones. We take the time to share
insights and discuss the challenge in       Motivating people by providing a
front of us. We anticipate and remove        sense of purpose and impact
obstacles and prevailing practices that
are holding people back. We                  Recognizing contributions and
acknowledge others’ contributions,             championing others’ ideas
champion their ideas, and help each
IBMer find his or her own motivation. We
create an environment in which our                Removing obstacles
colleagues feel a sense of purpose and              to performance
engagement, and which draws on their
own strong desire to act.


  19 December 2011                                                     © 2011 IBM Corporation
Reflect on how you have demonstrated IBM
Competencies




 19 December 2011                          © 2011 IBM Corporation
Your IBM story
   Participants in plenary, introduced by Fred Balboni

                        14.30




19 December 2011                                  © 2011 IBM Corporation
How Do You Communicate Your IBM story?




 19 December 2011                        © 2011 IBM Corporation
Break

                   15.00




19 December 2011           © 2011 IBM Corporation
Vital Few readout
                      Claudia Woody

                         15.15




19 December 2011                       © 2011 IBM Corporation
Current initiatives to join
                           Tony Tenicela

                             15.30




19 December 2011                                 © 2011 IBM Corporation
Small group & report out: What happens
        when you return home?

                    16.00




 19 December 2011                © 2011 IBM Corporation
Which Vital Few and community initiatives will you pursue, to
advance your leadership & career, and our people & allies?


 1. Please discuss as a group at your table
 2. One person per table, agree to be the scribe to capture all of the ideas
 3. The scribe gives the summary-sheet to your team’s spokesperson.




  19 December 2011                                                        © 2011 IBM Corporation
Takk                          Dhanyavaad
                                   Barka!
Sagol!                                                      Dankie
                    Shukran                    Gracias!
                                  Dank u
Ashi
                    Xie xie                    Merci!        Dakujem

                            Thank You!               Obrigado!
    Shukriya
                                    Multumesc               Dankë!
                     Grazie!        ‫תודה רבה‬       Doh je
    Barkal                       Domo Arigato!              Hvala

Koszonom                                       Terima kasih! Tack
                            Khawp khun
 19 December 2011                                             © 2011 IBM Corporation

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Global GLBT leadership workshop 2011 for external review

  • 1. 환영합니다 καλώς ορίσατε いらっしゃいませ F 歓迎 ‫ברו הבא‬ 19 December 2011 Добро пожаловать! © 2011 IBM Corporation
  • 2. Global GLBT IBM Leadership Conference, Dallas, Texas, USA, 28 October 2011 Global GLBT IBM Leadership Workshop Dallas, Texas, 28 October 2011 © 2011 IBM Corporation
  • 3. Welcome Fred Balboni and Sarah Siegel 8.30 19 December 2011 © 2011 IBM Corporation
  • 4. Global GLBT IBM Leadership Workshop Agenda 8.30 Welcome! Breakfast is provided. 9.05 GLBT executive panel Esther Dryburgh; Fred Balboni; Mary Garrity; and Joseph Bertolotti; Moderator: Sarah Siegel 10.15 Small groups on how our identity informs our leadership 11.00 Break 11.15 Small groups & report out: gender among GLBT leaders, what’s the difference? 12.15 Leadership pipeline focus and the IBM Competencies – Tom Fleming 12.30 Lunch & networking 13.30 IBM Competencies brought to life by participants’ stories Guy Pacitti; Peter Havelock; Greg Johns; Kathy Colucci; Claudia Woody; David Likins; Annette Coffey; Rob Shook; Tom Fleming 14.30 Your IBM story – Participants in plenary, introduced by Fred Balboni 15.00 Break 15.15 Vital Few readout – Claudia Woody 15.30 Current initiatives to join – Tony Tenicela 16.00 Small groups & report out: What happens when you return home? 16.25 Closing remarks – Claudia Woody 16.30 Bon voyage! Workshop is done. 19 December 2011 © 2011 IBM Corporation
  • 5. GLBT Executive Panel Esther Dryburgh, Fred Balboni, Joseph Bertolotti, and Mary Garrity Sarah Siegel, moderator 9.05 19 December 2011 © 2011 IBM Corporation
  • 6. When and why did you first think of yourself as a leader? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 7. How can we contribute to the 2015 Roadmap? 19 December 2011 © 2011 IBM Corporation
  • 8. When and why did you first think of yourself as gay, lesbian, bi and/or trans? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 9. Where will Business Analytics contribute to GLBT equality in the next five years? 19 December 2011 © 2011 IBM Corporation
  • 10. When and why did you first think about your gender identity? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 11. When will Cloud Computing benefit a majority of technical leaders? 19 December 2011 © 2011 IBM Corporation
  • 12. When and why did you first think of yourself as among your nationality? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 13. In a Smarter Planet, how do we ensure respect for local identities and imperatives? 19 December 2011 © 2011 IBM Corporation
  • 14. Small Group Discussion: how our identity informs our leadership Executive panelists join the small groups 10.15 19 December 2011 © 2011 IBM Corporation
  • 15. When and why did you first think of yourself as a leader? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 16. When and why did you first think of yourself as gay, lesbian, bi and/or trans? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 17. When and why did you first think about your gender identity? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 18. When and why did you first think of yourself as among your nationality? How did you act on your knowledge? 19 December 2011 © 2011 IBM Corporation
  • 19. Break 11.00 19 December 2011 © 2011 IBM Corporation
  • 20. Small group & report out: gender among GLBT leaders, what’s the difference? 11.15 19 December 2011 © 2011 IBM Corporation
  • 21. Gender Among GLBT Leaders: What’s the Difference? Please discuss as a group. One person per table, agree to be the scribe to capture key discussion points The scribe gives the summary-sheet to your team’s spokesperson to report out on: Imagining non-GLBT leaders’ perspectives: What do you think are among their assumptions when they consider promoting you? What do you wish they understood about your gender in the GLBT context? Overcoming challenges: As a G, L, B or T leader, how do I overcome any challenges inherent in my gender? What are specific actions I can take to overcome any challenges inherent in my gender? Future CEO of IBM: What do you think it will take for there to be a female L, B, or T CEO of IBM? What do you think it will take for there to be a male G, B or T CEO of IBM? 19 December 2011 © 2011 IBM Corporation
  • 22. Leadership Pipeline Focus and IBM Competencies Tom Fleming 12.15 19 December 2011 © 2011 IBM Corporation
  • 23. IBM: Top Company for Developing Leaders Forward-thinking proactive initiatives Hewitt Assoc/CEO Magazine Differentiated business results Ranked IBM #1 Top Companies For Leaders 2002 & 2003 Innovation in leadership development Comprehensive practices well executed Fortune ranks IBM #1 Top Companies for Leaders 2009-2011 – judged biennially IBM Leadership Development, always ranked near the top 19 December 2011 © 2011 IBM Corporation
  • 24. IBM Leadership Landscape IBM Leadership Governance Operating Team Operating Team Day-to-day marketplace execution AA XX PT: 58 I&VT: XXX Strategy Team Strategy Team A XX IBM’s strategic direction and emerging business opportunities B XXX Technology Team Technology Team C XXXX Near- and long-term emerging technologies, technical developments and issues D XXXX Performance Team Accountable for business performance & results. Develop cross-unit strategies. All Band 10 and below XXX,XXX+ Integration and Values Team (I&VT) Integrate IBM’s enterprise-wide capabilities, and align and communicate strategies and values 19 December 2011 © 2011 IBM Corporation
  • 25. IBMers Worldwide Today IBM Population >425,000 Managers XX,XXX Executives X,XXX 19 December 2011 © 2011 IBM Corporation
  • 26. The GLBT Leadership Opportunity IBM Population Ca X% self- X,XXX selected ≡ < X% Out GLBT Executives < XX See the list of out executives here: http://ibmurl.hursley.ibm.com/1W7T. 19 December 2011 © 2011 IBM Corporation
  • 27. GLBT Indicator linkage with Global Business and Technical Leadership Resources For first time, the GLBT Indicator linked with Business and Technical Leadership Resources (BTLR) database for analysis. XXXXX self identified, GLBT employees formally approved the linkage of their status with the BTLR data (some declined). GLBT Indicator link with Business and Technical Leadership Resources (BTLR) allows for broad data analysis including what is noted below: – For Band 10 and Above: • Ultimate Potential • Next Move Timeframe • Current Executive Role Pipeline – For Band 8-9: • Band 10 Attainability • Band 10 Role Pipeline • Next Move Timeframe 19 December 2011 © 2011 IBM Corporation
  • 28. Business Evolution Requires Leadership Evolution New themes 2010 Thinking systemically “360 Degrees” of Trust Handling ambiguity and uncertainty Cultural adaptability Emphasis on result- oriented communication Inspiring employee engagement and What we bring forward empowerment Former Leadership Competencies are embedded Taking initiative and Former Foundational Competencies are embedded accountability 19 December 2011 © 2011 IBM Corporation
  • 29. IBMers at Our Best: Our Competencies Embrace challenge Partner Help IBMers for clients’ succeed success Communicate Collaborate for impact globally Act with a Continuously systemic transform perspective Influence through Build expertise mutual trust 29 19 December 2011 © 2011 IBM Corporation
  • 30. Lunch 12.30 19 December 2011 © 2011 IBM Corporation
  • 31. IBM Competencies brought to life by participants’ stories Guy Pacitti; Peter Havelock; Jim Freeman; Kathy Colucci; Claudia Woody; Esther Dryburgh; Annette Coffey; Rob Shook; Tom Fleming 13.30 19 December 2011 © 2011 IBM Corporation
  • 32. Embrace challenge IBM is in the business of taking on complex situations and challenges. The mission of IBMers is to make the world work better--from daily breakthroughs to world-changing progress. So we Displaying and inspiring a focus on the future and embrace the positive attitude hard challenges facing our teams, our clients and our communities. Seeking and seeing opportunities in We see opportunity in complexity, and challenging situations are skilled at identifying the central issues and charting a path forward. We Demonstrating resilience and take personal accountability for overcoming resistance transformative outcomes--and our belief in progress inspires others to rise Focusing on key priorities to the challenge with us. 19 December 2011 © 2011 IBM Corporation
  • 33. Partner for clients’ success IBM’s worth depends not just on what we imagine, but what we deliver. IBMers go above and beyond what is expected to achieve our clients’ current and future Understanding the aspirations. We deliver client value. We client and the industry act as their partners and derive great pride from their success. We invest the time to understand their situation and Focusing on the client’s needs unmet needs; seek out market and societal insights; and make connections Developing enduring across the whole of IBM to serve them. partnerships with clients We work alongside our clients, co- creating approaches, solutions and Connecting across and beyond ultimately their success--which in turn, IBM to provide integrated transforms whole industries, economies solutions and society. 19 December 2011 © 2011 IBM Corporation
  • 34. Collaborate globally IBMers are global professionals and global citizens--and must therefore be skilled at collaboration. We think and work shoulder-to-shoulder with others-- Fostering collaboration across the boundaries of teams, within and between teams disciplines, organizations, countries and cultures--to achieve the right outcome. Developing and leveraging As the human dimension of a globally networks across disciplines integrated enterprise, we build our own networks of experts--and we encourage and cultural boundaries our colleagues to use the collective intelligence of their network not just to Leveraging IBM’s collective get work done, but to identify what needs intelligence and capabilities to be done and to take collective action. We see our networks of global citizens Taking collective action not just as collections of individuals, but as a collective leadership force creating the full promise of IBM to transform the marketplace, society and the world. 19 December 2011 © 2011 IBM Corporation
  • 35. Act with a systemic perspective IBMers are systems thinkers. We help our clients, our colleagues and the world understand and design the essential dimensions of any system – how it Thinking Systemically senses, maps and analyzes information, detects underlying patterns, and translates that knowledge into belief and Detecting underlying patterns and action. We help others see this end-to- interrelationships among seemingly end view, synthesizing information from disparate issues many dimensions – whether the system in question is technological, economic, Making timely and effective societal, cultural or natural. This systemic decisions view allows us to frame problems properly, and to take the right action in the right way at the right time. It also lets Acting decisively, taking risks us anticipate the impact of our actions on when appropriate others. Knowing all this, we act wisely while boldly taking the right risks. 19 December 2011 © 2011 IBM Corporation
  • 36. Build mutual trust IBM’s business model requires getting different constituents to work together to solve problems and open up opportunity- -be that inside IBM, among organizations, within our clients, or in the Developing “360 degrees” case of world-changing work, with many of trust communities. IBMers are skilled at building “360 degrees of trust” across Respecting other’s values, this full spectrum of IBM’s constituents-- finding common ground for those with cultural and organizational norms different objectives, aspirations, constraints and cultures. We build these Trusting in other's capabilities kinds of relationships by acting with integrity, assuming positive intent and ensuring that openness and trust are Acting with honesty and integrity maintained--even when agreement is not achieved. We trust in the skills of others- Taking responsibility -that they know what to do and how to do it, and are motivated to achieve the result. And if we see trust eroding, we take accountability to remedy that quickly. 19 December 2011 © 2011 IBM Corporation
  • 37. Influence through expertise IBM’s value proposition and business model are grounded in delivering expertise. So we continually deepen our own and our colleagues’ knowledge and Promoting the continuous eminence--as professionals, as development of one’s own and collaborators, as leaders, and as fully others’ knowledge and expertise realized IBMers. We develop our skills and careers through feedback, coaching, mentoring and challenging assignments- Adopting a mentoring and -within IBM and in the communities coaching approach where we and our clients live and work. And we take personal responsibility for Developing others through developing IBM’s thought leadership, both inside and outside our challenging and cross- organizations. organizational assignments Focusing on talent development 19 December 2011 © 2011 IBM Corporation
  • 38. Continuously transform IBMers are committed to building the future--a better world, and a better IBM. This is what IBM has done for 100 years. Our intellectual curiosity and spirit of restless reinvention, animated by a belief Adapting to and leveraging in reason, in science and in progress, changing situations infuses the enterprise with energy. Today, in a world where the future is far Infusing the organization with less predictable, IBMers actively seek intellectual curiosity and energy what we do not know and haven’t yet imagined. We cultivate an environment of openness to new approaches and Cultivating a climate of experimentation. We rethink openness assumptions and ask probing questions– to grasp new situations, unearth Fostering innovation opportunities and create new markets. We engage others whose background, culture, language or work style is different from our own. This is the heart of an IBM that can learn, adapt, and continuously transform. 19 December 2011 © 2011 IBM Corporation
  • 39. Communicate for impact IBMers communicate to find mutual understanding and to build a sense of shared outcomes. That starts with listening; we ensure people’s ideas and concerns are heard. We bring deep Listening for mutual expertise and perspective, which are the understanding ingredients to communicating clearly and simply, especially in complex situations. Creating messages focused We interpret and synthesize disparate on the target audience concepts, strategies and intent. We leverage our understanding of others’ perspectives--the ones they can express, Delivering messages in a and the ones they cannot yet--to tailor timely and effective manner what we say and how we say it. We communicate authentically, in a timely way and in the most effective manner-- even when conveying difficult topics or an unpopular opinion. 19 December 2011 © 2011 IBM Corporation
  • 40. Help IBMers succeed The IBM brand is about IBMers, and how we show up in the world--not just client- facing IBMers, but all of us. So we each Establishing clarity on strive to bring our best selves to our roles, expectations and goals work. And we are in the service of the success of others--ensuring they have resources, ongoing support and clear Providing resources and support milestones. We take the time to share insights and discuss the challenge in Motivating people by providing a front of us. We anticipate and remove sense of purpose and impact obstacles and prevailing practices that are holding people back. We Recognizing contributions and acknowledge others’ contributions, championing others’ ideas champion their ideas, and help each IBMer find his or her own motivation. We create an environment in which our Removing obstacles colleagues feel a sense of purpose and to performance engagement, and which draws on their own strong desire to act. 19 December 2011 © 2011 IBM Corporation
  • 41. Reflect on how you have demonstrated IBM Competencies 19 December 2011 © 2011 IBM Corporation
  • 42. Your IBM story Participants in plenary, introduced by Fred Balboni 14.30 19 December 2011 © 2011 IBM Corporation
  • 43. How Do You Communicate Your IBM story? 19 December 2011 © 2011 IBM Corporation
  • 44. Break 15.00 19 December 2011 © 2011 IBM Corporation
  • 45. Vital Few readout Claudia Woody 15.15 19 December 2011 © 2011 IBM Corporation
  • 46. Current initiatives to join Tony Tenicela 15.30 19 December 2011 © 2011 IBM Corporation
  • 47. Small group & report out: What happens when you return home? 16.00 19 December 2011 © 2011 IBM Corporation
  • 48. Which Vital Few and community initiatives will you pursue, to advance your leadership & career, and our people & allies? 1. Please discuss as a group at your table 2. One person per table, agree to be the scribe to capture all of the ideas 3. The scribe gives the summary-sheet to your team’s spokesperson. 19 December 2011 © 2011 IBM Corporation
  • 49. Takk Dhanyavaad Barka! Sagol! Dankie Shukran Gracias! Dank u Ashi Xie xie Merci! Dakujem Thank You! Obrigado! Shukriya Multumesc Dankë! Grazie! ‫תודה רבה‬ Doh je Barkal Domo Arigato! Hvala Koszonom Terima kasih! Tack Khawp khun 19 December 2011 © 2011 IBM Corporation