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© 2009 IBM Corporation
Managing Remote TeamsThe role of the Corporate Environmental Manager in a Globally Integrated Enterprise
Victor Duart. Manager Environmental Policy and Programs. IBM Corporate Environmental Affairs
16 June 2012
© 2009 IBM Corporation2
The Keywords
Globally Integrated Enterprise
Global Environmental Management
Managing remote teams
Source: If applicable, describe source origin
Managing Remote Teams in a Globally Integrated Enterprise
© 2009 IBM Corporation3
-In my country –said Alice, still panting a little bit while speaking-when running for some time in a particular direction, one usually get to somewhere.
-Your country must be slow – said the Queen- Here you have to run at full speed to stay in the same place, and if you want to move to another place, you must run twice as fast!
© 2009 IBM Corporation4
The present world• From “agriculture” to
manufacturing and services.
• Arising of the “knowledge
• Demographic umbalancing
• Technology reduces the market entry point threshold.
• Acceleration of the pace of technological development
• Globalization through mobility of capitals, goods, services, people and work.
© 2009 IBM Corporation5
Evolution of global integration
“Central” in one country. Selling in several.Export/Import
Replicated operations in many countries
Global knowledge.Global deliveries.Tasks in one location used to serve clinets in many locations.
International Multinational Globally Integrated
S19 S21S20
© 2009 IBM Corporation6
Implications in the company networks
International Multinational Globally Integrated
© 2009 IBM Corporation7
Economic flows are increasingly multi-directional
23
US radiologists send x-rays to Australia for
analysis
Between 2000 and 2003, foreign firms
built 60,000 manufacturing plants
in China
Customer service centers in Nova Scotia handle
warranty inquiries for US shoppers
Global investment banks send derivatives
processing to Dublin
Asian chipmakers using US
engineers for expertise
Asian clothing manufacturers
outsourcing design to Italian
designers
© 2009 IBM Corporation8
IBM: 40 years of environmental leadershiphttp://www.ibm.com/ibm/environment/information/40_Years_of_IBM_Environmental_Leadership.pdf
First written environmental policy. Original signed by TJ Watson Jr in
19711976
© 2009 IBM Corporation9
IBM's Approach to Environmental Management
Long history of commitment to environmental leadership– Whether or not the topic is popular– Through lean times and good times
Manage environmental affairs as a strategic imperative – Invest in and maintain a high level of
technical leadership– Make decisions and develop programs &
requirements based on science and facts, often ahead of regulatory mandates
– Anticipate opportunities and prevent problems
– Communicate both internally and externally
Deploy and sustain comprehensive programs– Anchored in a global environmental
management system– Integrated throughout the business – Require consistent execution on
global basis– Act responsibly and quickly as
necessary
Achieve demonstrable results– Set specific and measurable goals– Quantify and disclose outcomes
Good environmental management makes good business sense
© 2009 IBM Corporation10
IBM's Intersections with the Environment
Operations, products, services, solutions
Past, present and future
RESEARCH & MANUFACTURING
Material selectionSubstance prohibition or
restrictionChemical & resource mgmt Pollution preventionDischarges & waste mgmtRegulatory permits,
reporting and complianceHorizon technologies
PRODUCT & TECHNOLOGY DEVELOPMENT
Material selectionSubstance prohibition or
restrictionEnergy efficiencyProduct upgradabilityProduct information
disclosureRegulatory compliance
PROCUREMENT
Selection and use of responsible suppliers
(e.g., environmental and social responsibility)
Regulatory compliance (e.g., products, batteries)
Product marking, labeling, information disclosure
LOGISTICS, DISTRIBUTION & FULFILLMENT
Product packagingImport/export complianceCross border shipmentsRegulatory reporting and
complianceMarking, labeling and
information disclosure
SERVICES AND SOLUTIONS
•Data center design and operation•IT maintenance •Client outsourced operations•Consulting services
REAL ESTATE MANAGEMENT
•Energy & resource mgmt•Discharges •Waste mgmt & recycling•Regulatory permits and reporting and compliance•Soil & groundwater protection
PRODUCT END-OF-LIFE MANAGEMENT
Collection, reuse and recycling
Regulatory reporting and compliance
Use of responsible suppliers
INVOLVEMENT WITH KEYFUNCTIONS
Health and safetyGovernment relationsMarketing Communications Human ResourcesFinance Legal
© 2009 IBM Corporation11
IBM's Global Environmental Management System
Global environmental management system supports IBM’s corporate policy
–Corporate directives govern IBM’s operations worldwide
–Environmental requirements integrated throughout IBM’s operations
–Global EMS enabled IBM to become first major multinational to obtain a single global registration to ISO 14001 (1997)IBM Spain was the first IBM ctry organization (2000)
© 2009 IBM Corporation12
Implementing IBM’s Global Environmental Management System
Corporate Environmental
Affairs staff
Business Units
IBM implements its Global Environmental Management System with a tiered approach
– With Corporate Environmental Affairs staff and business units executing responsibilities consistent with their defined roles
Develop and deploy common system
requirements
Implement, monitor and provide feedback
for continual improvement
© 2009 IBM Corporation13
“Green” Planet Smarter Planet
Smarter traffic
Smarter water management
Smarter gridsSmarter Healthcare
Smarter agriculture
Smarter oil fields
Smarter regions
Smarter weather forecasts
Smarter nations
Smarter supply chains
Smarter cities
Smarter distribution
© 2009 IBM Corporation14
Cross-Border Reporting: Managing across Language, Culture, Time and Geography
Global resourcing as a key initiative for market competitiveness and workforce optimization. Global managers may:
–be managing work done by employees in another country, or
–have employees getting business direction from a manager in another country.
It's important to know how to manage cross-border reporting relationships to meet business objectives in the context of:
– different country’s laws, – practices and – cultural diversity.
Source: If applicable, describe source origin
© 2009 IBM Corporation15
How does it work with me ?
UK
Germany
Hungary
Belgium
France
Japan
Corporate Director, Somers, NY
VP, Madrid
Valencia
Mgr. Boulder, Co.
Valencia
Valencia
Madrid
Valencia
“Card-holder” manager “Functional” manager
© 2009 IBM Corporation16
Cross Border Roles & Responsibilities - Management
Functional ManagementEmployees in Global Support Functions may
report to functional leaders outside of their country of residence
Functional Manager will: Provide functional and business direction to
employee Establish employee's job scope/personal
busines commitments / objectives Assess performance Deliver PBC evaluation Discuss employee's development Balance functional resources (cross border) Review employee expenses Determine cross border job offers
Employment Relationship Management Each employee will have a legal employment relation
in the country in which they work and are subject to that country's labor laws
Employment Relationship Manager will: Communicate all home country employment terms
and conditions and HR practices Process all HR systems input Provide final approval for all employment terms,
agreeing to and processing job offers authorized by functional manager
Provide input to functional manager Responsible for home country privacy and
employment equity
Jointly, the Functional and Employment Relationship mgr will: Monitor work/life balance Support skills and career development Enforce Business Conduct Guidelines (BCG) Develop home country job reentry plans Ensure pay equity Determine job offers
© 2009 IBM Corporation17
Cross-border reporting employee
–Understands employment terms –Understands and adheres to applicable legislation e.g. immigration,
visa and tax laws –Respects the roles of the Functional Manager and the Employment
Relationship Manager –Submits auditable and timely expenses in accordance with appropriate
guidelines –Recognizes that employment information will be shared with cross-
border functional management on a need-to-know basis
What is the role of an employee in a cross-border reporting relationship?
© 2009 IBM Corporation18
What is the role of the Function HR Partner vs. the Geo/Region/Country HR Partner?
Function global HR Partner
– Works across geographic borders – Supports the Functional Manager
throughout goal setting, mid-year reviews, team-based decision making, appraisals and communication
– Reaches out to the Country HR Partner whenever a question arises regarding an employee in that country, then steers the Functional Manager to that employee’s local Employment Relationship Manager and Country HR Partner
Geo/Region/Country HR Partner
– Works within a geographic border – Provides advice and counsel to the
Functional Manager throughout performance management
– In the even of an appeal, directs the Functional Manager and employee to appropriate country appeals channels
© 2009 IBM Corporation19
Unique competencies of remote managers and employees
Three competencies of distant managers
–Cultivating relationships–Focusing on Outcome–Developing Employees
Three competencies of distant employees
–Executing–Employing Technological Savvy–Collaborating
© 2009 IBM Corporation20
Ten tips for remote managers
Create the work context
Focus on relationships as much as tasks
Set clear measurable objectives, give employees authonomy to control how, when and where they do their work
Emphasize on-the-job training over classroom/ online
Fine tune own management skills
Get meployees the support they need to succeed
Facilite connections
For corssborder: language and cutural knowledge is valuable, attitude is essential
Create a communications infrastructure
Establish agreements on accessibility
© 2009 IBM Corporation21
Five Tips for remote employees
Communicate, communicate, communicate
Build own network
Manage own visibility
Ask for what you need
Focus on the behaviors that drive your productivity at a distnace
© 2009 IBM Corporation22
Other Than traditional Office (OTTO)
Findings: Key areas–Workplace isolation–Lack of face-to-face communication–Lack of visibility: “out of sight, out of mind”–Work-life balance issues (in my experience OTTO is an advantage
here)–Challenges with building workplace relationships and developing trust
OTTO initiative value add–Help building network of employees–Using social network tools (internal company tools)–Tools for work-life integration–Resources and training to enhance visibility–Employee and manager relationship building
© 2009 IBM Corporation23
Diversity includes everyone and excludes no one. It includes all human characteristics that make each of us unique as individuals. Diversity is about understanding, respecting, valuing, and accommodating human and cultural differences. It recognizes uniqueness versus requiring assimilation. It is recognizing that there are more differences within groups than between groups. It is intended to maximize potential/contributions of all segments of the population.
Don't view welcoming a diverse workforce as assimilation – Instead, value differences.
© 2009 IBM Corporation24
Inclusive Leadershipdescribes the behaviors and actions that realize inclusion and the related business benefits.
Specifically, we have defined Inclusive Leadership as "setting and reinforcing standards for business practices that enable individuals and groups to contribute to their fullest potential by leveraging their unique experiences, perspectives and viewpoints for the collective benefit of all stakeholders."
As such, Inclusive Leadership describes an important role of managers and executives to convert the diversity and differences that exist at various levels into improved performance.
© 2009 IBM Corporation25
Thank You for your Attention