Podcasts about ibmers

Dans ce 73ème épisode, Claire Perset reçoit Béatrice Kosowski, Présidente d'IBM France. Elle décrypte les grands défis de demain : comment concilier IA et éthique, numérique et environnement, nouvelles technologies et accessibilité. Béatrice évoque aussi les leviers à activer pour déconstruire les stéréotypes de genre et permettre aux femmes d'accéder aux métiers de la Tech.Elle nous parle de la fierté d'appartenance des collaborateurs – les « IBMers » et de leur engagement pour cette entreprise historique née en 1911 qui a su se réinventer. Son grand message : la Tech est un domaine qui peut changer le monde, sauver la planète, inventer les solutions de demain !

Join Nick as he sits down with Nickle LaMoreaux, CHRO of IBM, to explore the evolving People and Talent strategy at one of the world's most iconic tech companies. Nickle shares her remarkable journey from growing up in a small town north of Pittsburgh, Pennsylvania, to leading the People strategy, skills, and employee experience for over 250,000 IBMers across 170 countries. They discuss the crucial role of mentorship, the importance of aligning personal motivations with career choices, and effective decision-making. The conversation dives into global and local wellbeing strategies, highlighting the shift from top-down approaches to culturally nuanced programs. Nickle emphasizes the critical role of managers in fostering a supportive environment and how AI is set to transform the future of work and wellbeing. Discover how IBM is paving the way for a more inclusive and innovative workplace, ensuring employees thrive both personally and professionally.

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada--a business historian who worked at IBM for many years--pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM: Lessons of a Corporate Culture in Action (Columbia Business School, 2023) explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers. James W. Cortada is a senior research fellow at the Charles Babbage Institute, University of Minnesota-Twin Cities. He spent nearly forty years at IBM in various sales, consulting, management, and executive positions. Other NBN interviews with the same author include "The Birth of Modern Facts" and "IBM: The Rise, Fall and Reinvention of a Global Icon". Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada--a business historian who worked at IBM for many years--pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM: Lessons of a Corporate Culture in Action (Columbia Business School, 2023) explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers. James W. Cortada is a senior research fellow at the Charles Babbage Institute, University of Minnesota-Twin Cities. He spent nearly forty years at IBM in various sales, consulting, management, and executive positions. Other NBN interviews with the same author include "The Birth of Modern Facts" and "IBM: The Rise, Fall and Reinvention of a Global Icon". Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada--a business historian who worked at IBM for many years--pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM: Lessons of a Corporate Culture in Action (Columbia Business School, 2023) explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers. James W. Cortada is a senior research fellow at the Charles Babbage Institute, University of Minnesota-Twin Cities. He spent nearly forty years at IBM in various sales, consulting, management, and executive positions. Other NBN interviews with the same author include "The Birth of Modern Facts" and "IBM: The Rise, Fall and Reinvention of a Global Icon". Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada--a business historian who worked at IBM for many years--pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM: Lessons of a Corporate Culture in Action (Columbia Business School, 2023) explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers. James W. Cortada is a senior research fellow at the Charles Babbage Institute, University of Minnesota-Twin Cities. He spent nearly forty years at IBM in various sales, consulting, management, and executive positions. Other NBN interviews with the same author include "The Birth of Modern Facts" and "IBM: The Rise, Fall and Reinvention of a Global Icon". Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/economics

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada--a business historian who worked at IBM for many years--pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM: Lessons of a Corporate Culture in Action (Columbia Business School, 2023) explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers. James W. Cortada is a senior research fellow at the Charles Babbage Institute, University of Minnesota-Twin Cities. He spent nearly forty years at IBM in various sales, consulting, management, and executive positions. Other NBN interviews with the same author include "The Birth of Modern Facts" and "IBM: The Rise, Fall and Reinvention of a Global Icon". Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/science-technology-and-society

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada--a business historian who worked at IBM for many years--pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM: Lessons of a Corporate Culture in Action (Columbia Business School, 2023) explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers. James W. Cortada is a senior research fellow at the Charles Babbage Institute, University of Minnesota-Twin Cities. He spent nearly forty years at IBM in various sales, consulting, management, and executive positions. Other NBN interviews with the same author include "The Birth of Modern Facts" and "IBM: The Rise, Fall and Reinvention of a Global Icon". Learn more about your ad choices. Visit megaphone.fm/adchoices

IBM was the world's leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada--a business historian who worked at IBM for many years--pinpoints the crucial role of IBM's corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM: Lessons of a Corporate Culture in Action (Columbia Business School, 2023) explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM's corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM's experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers. James W. Cortada is a senior research fellow at the Charles Babbage Institute, University of Minnesota-Twin Cities. He spent nearly forty years at IBM in various sales, consulting, management, and executive positions. Other NBN interviews with the same author include "The Birth of Modern Facts" and "IBM: The Rise, Fall and Reinvention of a Global Icon". Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Work in Progress, I'm joined by Nat Lyckowski, the global neurodiversity advancement leader for tech giant IBM. “Neurodiversity is a concept to respect and accept neurological differences as a natural part of human variation. Just like eye color or our height, it's part of who we are,” explains Lyckowski. Neurodivergent differences includes things like dyslexia, ADHD, autism, Tourette's, dyscalculia, and more. “It's basically people who think differently based upon the way our brains are wired – whether we were born this way or acquired over time, either through injury or illness – but there are people who think differently, and it's as simple as that,” she says. For more than 100 years, IBM has been embracing diversity, according to Lyckowski. IBM was "one of the first companies to focus on equal pay for equal work, or hiring people regardless of race or religion, and one of the first to cover same-sex partners with medical benefits," she says. About ten years ago, IBM started its neurodiversity advancement program, which she leads. She explains that the company has targeted hiring programs in over 11 countries and have "touched IBMers in over 65 countries. We've also had over 13,000 IBMers complete our Neurodiversity Acceptance Training." In the past year, the company also started its Neurodivergent-Out Executive Program and its Neurodivergent Executive Allies initiative. "If you stop and think how wonderful it is to have an IBM vice president come out and say, 'I'm bipolar, and I've been here.' 'I'm dyslexic, and I'm here.' and to be able to talk about these things, and talk about not only accommodations for being who you are, but just a success enabler of how best you work. And that we want your talents, and we want your energies to focus on the business and not have to mask or not have to be worrying about hiding your authentic self." Lyckowski understands the discomfort some people have had in the past with revealing their "authentic self" in the workplace. She self-identifies as neurodivergent. "I've been with IBM about 30 years, and I did not come out at work probably until 2015, 2016, when things were harder, where I was spending a lot of time worrying about being me, worrying about 'is that acceptable.' Double checking, triple checking things, wasting a lot of time and energy, trying to fit in, trying to read the room." She says one in 20 people you may meet are neurodiverse. Awareness, acceptance, and advancement are the three As of IBM's global neurodiversity inclusiveness program. “Awareness is a great place to start. That's where you're learning about what things are and are not. But awareness can be passive, and if you stay at that awareness phase, you run the risk of actually being discriminatory. You run the risk of being a well-intentioned ally that might be doing more harm than good. "You can be aware that someone is autistic or dyslexic or whatever, but if you don't want them on your team or if you don't want to work with them…you've checked the box that you're aware, but you haven't stepped it up to that sense of acceptance. “Acceptance is where you're putting that knowledge to use to make sure that individual feels accepted. "The last stage is advancement, and that's where you are actively pursuing to help ensure that that individual advances, whether it's a career path, whether it's a development opportunity, whether it's just ensuring that their voice is heard at a meeting or that their thoughts are being able to be expressed at a function, making things accessible.” Lyckowski says all three – awareness, acceptance, and advancement – are needed to make the workplace more human-friendly. “When you make things more neurodivergent-friendly, you make them human-friendly. It's really a win-win-win across the board.” She makes the case that being more inclusive is also good for business. "If we all think the same way,

In this episode of Work in Progress, I'm joined by Nat Lyckowski, the global neurodiversity advancement leader for tech giant IBM. “Neurodiversity is a concept to respect and accept neurological differences as a natural part of human variation. Just like eye color or our height, it's part of who we are,” explains Lyckowski. Neurodivergent differences includes things like dyslexia, ADHD, autism, Tourette's, dyscalculia, and more. “It's basically people who think differently based upon the way our brains are wired – whether we were born this way or acquired over time, either through injury or illness – but there are people who think differently, and it's as simple as that,” she says. For more than 100 years, IBM has been embracing diversity, according to Lyckowski. IBM was "one of the first companies to focus on equal pay for equal work, or hiring people regardless of race or religion, and one of the first to cover same-sex partners with medical benefits," she says. About ten years ago, IBM started its neurodiversity advancement program, which she leads. She explains that the company has targeted hiring programs in over 11 countries and have "touched IBMers in over 65 countries. We've also had over 13,000 IBMers complete our Neurodiversity Acceptance Training." In the past year, the company also started its Neurodivergent-Out Executive Program and its Neurodivergent Executive Allies initiative. "If you stop and think how wonderful it is to have an IBM vice president come out and say, 'I'm bipolar, and I've been here.' 'I'm dyslexic, and I'm here.' and to be able to talk about these things, and talk about not only accommodations for being who you are, but just a success enabler of how best you work. And that we want your talents, and we want your energies to focus on the business and not have to mask or not have to be worrying about hiding your authentic self." Lyckowski understands the discomfort some people have had in the past with revealing their "authentic self" in the workplace. She self-identifies as neurodivergent. "I've been with IBM about 30 years, and I did not come out at work probably until 2015, 2016, when things were harder, where I was spending a lot of time worrying about being me, worrying about 'is that acceptable.' Double checking, triple checking things, wasting a lot of time and energy, trying to fit in, trying to read the room." She says one in 20 people you may meet are neurodiverse. Awareness, acceptance, and advancement are the three As of IBM's global neurodiversity inclusiveness program. “Awareness is a great place to start. That's where you're learning about what things are and are not. But awareness can be passive, and if you stay at that awareness phase, you run the risk of actually being discriminatory. You run the risk of being a well-intentioned ally that might be doing more harm than good. "You can be aware that someone is autistic or dyslexic or whatever, but if you don't want them on your team or if you don't want to work with them…you've checked the box that you're aware, but you haven't stepped it up to that sense of acceptance. “Acceptance is where you're putting that knowledge to use to make sure that individual feels accepted. "The last stage is advancement, and that's where you are actively pursuing to help ensure that that individual advances, whether it's a career path, whether it's a development opportunity, whether it's just ensuring that their voice is heard at a meeting or that their thoughts are being able to be expressed at a function, making things accessible.” Lyckowski says all three – awareness, acceptance, and advancement – are needed to make the workplace more human-friendly. “When you make things more neurodivergent-friendly, you make them human-friendly. It's really a win-win-win across the board.” She makes the case that being more inclusive is also good for business. "If we all think the same way,

On this episode of the Scouting For Growth podcast, Sabine VdL shares some timely insights from the team at IBM. One of these findings relates to one of IBM's strategic themes for 2023, as well as IBM's new partner program.  KEY TAKEAWAYS Autonomous vehicles are expected to account for about 12% of car registrations and global car sales of autonomous vehicles are expected to reach some 101 million units by 2030. Autonomous vehicles or companies that are working on self-driving technologies include perception, mapping, and localisation solutions as well as cybersecurity risk prevention, testing, and fleet management solutions are doing very well. The autonomous vehicle market received over $51 billion across 500+ companies, meaning that, on average, each company received $102 million in funding. Many devices use embedded intelligent systems today besides car functionalities, like Point-of-Sale terminals, smart TVs, smart metres, video surveillance equipment, traffic light controls, digital signs, and aviation controls. This means we need to understand how embedded intelligence systems operate and how they allow new breakthroughs to emerge for established and new market players. For years, IBM Research and Centres of Excellence have invested in developing AI capabilities that are embedded in IBM software offerings. IBM's partnership strategy is combined into one organisation where all the pieces of the IBM Partner Ecosystem within the sales and distribution organisation operate. It is also consolidated under one single leadership and direction. IBM is making the same capabilities available to its IBMers accessible to its ecosystem of partners, providing them a more straightforward path to create AI-powered solutions and accessing engagement materials to ensure that each ecosystem partner can create bullet-proofed propositions aligned with IBM's high standards. BEST MOMENTS ‘Embedded intelligence 'is a term used for a system or program that can analyse and monitor their own operations and then adapt and optimise consequently in real-time their routines with limited human intervention. They enable companies to get more innovative in the way they deploy and use technology, identify market opportunities, and target new markets.'‘The global embedded intelligence market is projected to reach a market value of $ 86 billion US dollars in 2032, increasing from $ 25.5 billion dollars in 2022 and expanding at a CAGR of 13% between 2022 and 2032.'‘Today, the lack of expertise and skills in Artificial Intelligence remains the biggest barrier to adopting advanced programming techniques by businesses, large and small, while limiting biases and ethical issues.'‘It is indeed crucial for data scientists, developers, sellers, and experts, among other types of users, to gain access to cutting-edge capabilities to learn new business development techniques and technological skills regardless of their level of expertise.' ABOUT THE IBM PARTNER ECOSYSTEM PROGRAM: IBM has worked over the course of 2022 to enhance its approach and systems to deliver a unique partner experience giving partners access to the same capabilities offered to IBMers. To find out more, use the two links provided below: Embeddable AI IBM PartnerWorld ABOUT THE HOST Sabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew, a venture lab that accelerates the curation, validation, and commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators worldwide, working with over 30 corporate insurers and accelerating over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner.  Twitter: SabineVdLLinkedIn: Sabine VanderLindenInstagram: sabinevdLofficialFacebook: SabineVdLOfficialTikTok: sabinevdlofficialEmail: podcast@sabinevdl.comWebsite: www.sabinevdl.comThis show was brought to you by Progressive Media

Today we speak to Abby Cross about the Welcome to Now journey "Sharpen your "beginner's mind"" that she moderated and crafted for IBMers during the 2022 Welcome to Now Summit. It's to guide to a better usage of the post event replays. And also with Pat we have an enriching conversation about what's a beginners mind and why it's so powerful to see our reality this way. Enjoy!

IBM Cloud Advocate is the gateway to cloud computing – and for many people, to a new career. Watch our next episode of Tech TV on October 20th, to hear how two IBMers working at different jobs in different countries pursued the same cloud certification.Natalie Brooks Powell - Strategy & GTM Leader, IBM Center for Cloud TrainingJulius Okwo, CISSP - Security Compliance LeaderRonald Wagner - IBM Cloud 

Today we talk about one of the journey in the Mindfulness@IBM Summit 2022 "Welcome to Now" and in particular about the Connecting deeply with others journey and the sessions that were part of it for all IBMers to get informed about what replay is worth watching. Thanks for listening.

In this episode of the “I Am a Mainframer” podcast, Steven Dickens is joined by Leonard (Len) Santalucia, Chief Technology Officer at Vicom Infinity. During this fascinating conversation, Len shares his family's long history as IBMers — both his father and grandfather worked for IBM — and traces the beginning of his own career "origin story" to when he was 11 years old in 1964 with the announcement of the 360 mainframe. Len has been told by family members that he actually touched the first 360 when he went with his family to see it on IBM's family day. Their conversation also dives into Len's instrumental role in bringing Linux to the mainframe, his involvement in the Linux Foundation's Open Mainframe Project which is close to having its own mainframe infrastructure, and what that's going to mean for the community. This is one conversation you won't want to miss!

Podcast with Gautam Siwach and Jin Vanstee ! Speaker - Sonia created and runs the “IBM Canada Technical Meetup Group hosted by IBM” which delivers weekly sessions on a variety of technical topics, created and runs the IBM-internal “Data Science & Data Engineering Community and Guild”, runs User Group sessions, is the Canadian focal for the IBM Data Science Elite team, and manages the IBM Ottawa ML Hub. With a degree in Computer Science and certifications in Project Management and Data Science, her experience includes software development, user interface design, customer research, people management, project management, operations management, data science. Her IBM tenure of 16+ years includes a Corporate Service Corps assignment in Malaysia, which provides high-performing IBMers with quality leadership development.Your title is “Data & AI Engagement Program Manager”. What exactly does it mean?What has your IBM journey been like?What are your biggest hopes and fears for us a civilization and our use of technology?

Do you have a truth teller in your corner? Someone who tells you the hard truths, even when it's uncomfortable? Leaders benefit from having someone who has your best interests at heart and isn't afraid to speak up when they see something wrong. I host Nickle LaMoreaux, IBM Chief Human Resources Officer, who shares why you need a truth teller and powerful strategy to find one. Nickle leads IBM's people strategy, skills, employee experience and services, and global HR team supporting more than 250,000 IBMers across 170 countries. In her 20 years at IBM, Nickle has led HR across organizations ranging from services to software to emerging markets – supporting the company's business growth through leadership development, talent acquisition, performance management, and skill building. As VP of Compensation and Benefits, she led the design and deployment of all compensation and benefits programs globally. She was also responsible for the HR activities associated with mergers, acquisitions and divestitures, and drove the people side of the Red Hat acquisition. Nickle holds a Bachelor of Science in Industrial and Labor Relations from Cornell University, and a Masters of Business Administration from Duke University. LinkedIn Profile https://www.linkedin.com/in/nickle-lamoreaux/ (https://www.linkedin.com/in/nickle-lamoreaux/) Company Link: https://www.ibm.com/ (https://www.ibm.com/) What You'll Discover in this Episode: The question every leader should use to think about their career. How Nickle passed on a promotion and still grew her career. A time she “got it wrong' and how it led to her success down the road. Her personal process for self-reflection. What gets her up in the morning. A helpful strategy for maintaining work-life balance, Why you need a “truth teller” in your career and a helpful strategy to find one. The key difference between truth tellers versus a mentor/sponsor. Why understanding WHEN your team work is just as important as where and how. How “New Collar” workers can solve your hiring problem. Resources: Fast Company Article - https://www.fastcompany.com/90705269/i-passed-on-a-big-promotion-and-still-grew-my-career-this-is-what-it-tool (https://www.fastcompany.com/90705269/i-passed-on-a-big-promotion-and-still-grew-my-career-this-is-what-it-tool) ----- Connect with the Host, #1 bestselling author Ben Fanning https://www.benfanning.com/speaker/ (Speaking and Training inquires) https://followbenonyoutube.com (Subscribe to my Youtube channel) https://www.linkedin.com/in/benfanning/ (LinkedIn) https://www.instagram.com/benfanning1/ (Instagram) https://twitter.com/BenFanning1 (Twitter)

Kathleen welcomes Nickle LaMoreaux, the Chief Human Resources Officer at IBM, to the podcast.  Nickle leads IBM's people strategy, skills, employee experience and services, and global HR team supporting hundreds of thousands of IBMers across 170 countries.  In part one, Nickle looks back at her 20-year career at IBM and talks about IBM's shift to skills-based hiring.

Companies and organizations have different ideas about the edge and what it means.  In many respects, it is all about the perspective from which you view the Edge. Bill Lambertson, VP of Cloud, 5G and Edge with IBM provides a multi-perspective view of the Edge to Don Witt of the Channel Daily News, a TR publication. From the IBM point of view, there are four edge locations including: Service Provider Edge On Premise Edge Ruggedized Factory Edge Far Edge Bill Lambertson Listen in as Bill provides details about each of the above as well as speaking about Edge applications which can be defined as Born at the edge, Cloud out edge strategy, and Edge out approach. Bill prsents some great insight about the Edge. IBMers believe in progress—that the application of intelligence, reason and science can improve business, society and the human. IBM's greatest asset is the IBMer. They believe their strength lies in the diversity of their employees. IBM encourages creative pursuits and passions outside of work, because when IBMers can explore their curiosity, it gives all of them a new outlook on the world and its possibilities for emerging tech. Together, IBM can drive progress through meaningful innovation and action. For more information, go to:  https://www.ibm.com

Decades ago, while working for a Japanese company, I read about the idea of lifetime employment. At the time I was aware of career professionals in tech companies. For instance, I would meet with career IBMers – professionals who have worked for only one company, IBM, for majority of their career. In the case of Japan, lifetime employment was the practice of hiring workers directly out of school and retraining them until the mandatory retirement age. The idea was that it is far easier to train current employees on new skills, new ways of working, etc.  These days, of course, one's career prospects are influenced by many factors most important by the value one contributes to his job, his team, and the company as a whole. Lifetime employment is a rarity if it exists today.The world of work has changed significantly. Prior to 2020, concepts like mobility, job satisfaction, ability to work in a team, thinking-out-the-box were priced attributes by employers and employees. Deloitte also acknowledged that even before the COVID-19, changes in the workplace were occurring, influenced in part by automation, algorithms driving decision-making, digital methods, agile and new ways of working.In this PodChats for FutureCIO, Indranil Roy, executive director at Deloitte Southeast Asia Human Capital Consulting, describes the many pathways organisations can take to achieve resilience, relevance and innovation in 2022 and beyond.QUESTIONS1.       Deloitte suggests that employees bring their own motivation to the workplace, even suggesting having a sense of autonomy or control over the choices we make. What then is the role of the manager in support of their staff's sense of autonomy?2.       Can these 10 rules of modern work apply to situations such as a pandemic where uncertainty is the norm?3.       Teams have always been a central fixture of the workplace. How different, and important, is networking in the modern workplace (Rule #6)?4.       How does one publish ideas where the organisational culture neither encourages or promotes such practices. Do you suggest using public social platforms? Would this approach risk a person's career?5.       So many rules. Where do I start? Do I go with the easiest? Do I do all of them?6.       Do I allow myself to be stumped by a rule and not move forward?

This week's podcast guest is Anshul Sheopuri, Vice-President and Chief Technology Officer at IBM Workforce, talking about one of the key skills for HR professionals at IBM, data literacy. As both a business and technical executive at IBM, working in HR, Anshul shares his views with us on both the strategic and technological future of HR, with a particular focus on the application of artificial intelligence across the field. Throughout this episode Anshul and I discuss:The five pillars of trustworthy AI and HR: transparency, explainability, fairness, robustness, and privacy, as well as examples of trustworthy AI in actionThe applications of AI in HR, that Anshul is most excited about, including the multifaceted recommendation engine that connects IBMers to learning, mentors, job roles, and career opportunities, with skills data as the silver thread that holds it all togetherAnshul's top tips for HR and people analytics professionals, to deploy AI ethicallyHow to develop a data-driven culture at IBM by celebrating individuals who embody that culture, investing in the right tools and technology to democratise data across the organisation and making it clear which skills are needed, including data literacySupport for this podcast is brought to you by Huler, you can learn more by visiting huler.io. See acast.com/privacy for privacy and opt-out information.

Today we talk to Marta Haynes and Sabine Nagl, both IBMers, part of the Mindfulness@IBM Community and organizers of the Summit 2021. Together we talk about how we experienced the Summit, what were the most curious sessions and what represented the event for us. We end the podcast with an affirmation practice lead by Marta. Thanks for listening

Today we talk to Shalini Grover and Janez Kovac, both IBMers and members of the Mindfulness@IBM Community. We talk about anxiety and stress in times of unclarity and how each one of us deal differently with it. Enjoy the conversation and thanks for listening.

Melissa Rojo is leading the data migration and conversion of one of the largest American bank's most prominent loan products. She is also a project manager of an internal IBM initiative known as TechTalks. This end-to-end internal strategy is started by inviting the most up and coming startups, across all sectors to present to an exclusive group of IBMers and interested external parties. These start-ups are brought in with the end-all goal being collaboration and integration into IBM's business model. Prakash heads the consulting practice for AI and Mindtree Innovation Labs for the North American region. In this role, Prakash works for a portfolio of clients in Retail, CPG, Manufacturing, Airline, Hospitality & Media domains. He actively engages with the Client Senior Executives to define their Digital Transformation roadmap that will enable them to differentiate themselves from the competition through intelligence-powered 'Connected Experiences' and 'Operations' at the intersection of Edge, Design, and AI. --- Send in a voice message: https://anchor.fm/thinkfuture/message Support this podcast: https://anchor.fm/thinkfuture/support

Greetings, Summit Leaders. Today is the day of opportunity for us! We have the gifts, skills, talents, abilities, and know-how to become everything we envision for ourselves, IBM, and new customers! The timing is now. Be joyful that you are here for such a time as this! Take every opportunity before us. We must not delay, slow down, or back off. Great leaders hear the encouraging words of the battle-tested who trained them so well for this day of opportunity; "we have not received the spirit of fear but of power, love, and a sound mind." Think about all the resources, innovations, growing numbers of new clients, and opportunities before you. Boldly seize each one for you are more than able to take full advantage of each opportunity, big and small. Someone once said, "For those to whom much is given, much is required." Remain faithful to your vision through preparation, patience, and practice. All these things are working together for your good. A Summit Leader I admire celebrates her fifth anniversary with IBM in just a few weeks. She is faithful to her vision and committed to the journey. She embodies the spirit of all the Summit Leaders! Her success is having an impact on IBM, our clients, and her community! "Going above and beyond each day while positively impacting other IBMers through synergistic collaboration; helping as many people as possible with projects, participating actively and with a positive attitude, and leaving a lasting impact on those around me through my actions." 2016 Summit Leader's vision statement. It's summer! This week marks the new season for everything! Seize the opportunity and the time for you as a leader in IBM, your family, clients, community, and beyond. I once heard someone sing, "It's a new season, and it's a new day. A fresh anointing is flowing our way. It's a season of power and prosperity; it's a new season, and it's coming to me." Before achieving his victory, one great leader stated, "For a great door is opened to me, filled with opportunities and many opponents." How do great leaders prevail and win every opportunity! They have conviction, belief, and take action in faith. They hear, "Be strong and courageous." Summit Leaders are like them. They are strong and do great exploits! If you have a growing list of opportunities, see them not as tasks but impact choices you will make each day! Together, these are the days for us to be bold, brave, and confident. It's our privilege to build each other up with our gifts, talents, and abilities. When you stir up your gift within you, it ignites a flame that's almost out and becomes a consuming fire. When you do, all that is needed is yours to accomplish more wondrous works and tremendous success for all we serve. "If one advances confidently in the direction of his dreams and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours." Henry David Thoreau Our 5th year Summit Leader proves that all things are possible to the person who believes. Summit Leaders shout, "We believe!" Victory!

More About Guillermo Miranda: Global Head, IBM Corporate Social Responsibility https://www.linkedin.com/in/digitalmirandag/  In this role, Guillermo leads IBM's responsible stewardship and social impact programs worldwide. IBM has long been a leader in setting new business standards and in taking social stands on important issues. Guillermo is working to expand IBM's strong history of social impact by prioritizing investments to tackle societal challenges like reinventing education for the AI / Digital driven economy. He has made significant investments to drive systemic change on how IBM approaches its social purpose, in particular reinventing how IBMers give and engage with the communities in which they live and work.  Guillermo brings a vast international perspective and employee-centered mindset to corporate responsibility. Since 1997, Guillermo has served IBM in various leadership roles around the world, beginning in Peru and extending across Europe, Latin America, North America, Africa, and the Middle East. He is fluent in Spanish, English, and Portuguese.  He has held several senior leadership roles at the company including IBM's Chief Learning Officer, People & Talent Head for the Digital Business Group, Regional HR VP for Africa & Middle East, among others. Prior to joining IBM, he served as the Chief Human Resources Officer of the InterAmerican Development Bank and the Peruvian Tax Agency (SUNAT).  Guillermo is the founding Chair of the Digital Learning Consortium, serves on the Board of Directors of IPCOM Global LLC. and is a member of the Advisory Board of the Digital Marketing Institute. He holds an MBA from Deusto University (Spain), and a Law degree from the Pontificia Universidad Católica del Perú. He and his family live near Washington, D. C.

Today I am lucky enough to be joined By Natalia, who along with others from IBM feature in my upcoming book with Prof Amanda Kirby 'Neurodiversity at Work'. Natalia Lyckowski, is the Global Chair for IBM's Neurodiversity Business Resource Group (BRG). Natalia is a self-advocate who has led several global initiatives at IBM leading to increased awareness and acceptance for neurodivergent individuals. IBM has improved hiring practices in 5 continents and 9 countries, provided neurodiversity acceptance training in 30+ countries, and educated over 1,900 IBMers for their Neurodiverity101 educational course. We discuss: - How do we create safe spaces and helping others embrace the power of diversity of thought. - What is the role of a Global Neurodiversity BRG Lead at IBM - What resources can business leaders implement to support neurodivergent professionals. - What does a company-wide neurodiversity global program look like and what are the benefits and outcomes. You can find Natalia here: https://www.linkedin.com/in/natalia-lyckowski/ You can order our new book 'Neurodiversity At Work here: https://www.amazon.co.uk/Neurodiversity-Work-Performance-Productivity-Neurodiverse/dp/1398600245 Love the intro music... it's from a past guest High Contrast: Music is Everything

In 2008, as the economic downturn threatened to upend IBM Corp.’s financial well-being, the company’s leadership was considering different candidates to lead a corporatewide restructuring when Kieran McGrath’s name surfaced. McGrath was known as a troubleshooter inside the ranks of IBMers, a seasoned finance executive whose 27 years with the company had produced a zigzag career trajectory tracing a jagged path that signaled to IBM insiders both a breadth of experience and company loyalty. “Early in my career, I got a reputation as a workhorse and a bit of a problem fixer, and while this was positive in the long haul, it did not always seem that way at the time,” explains McGrath, who says that he was 10 years into his career with IBM when “special assignments” began regularly populating the path before him. “I was constantly getting pushed out of my comfort zone because I was never able to stay in any one space too long,” says McGrath, whose IBM resume included tours of duty inside the technology realms of storage technologies, semiconductors, and global technology services. McGrath was offered the restructuring assignment, and, as usual, he accepted the invitation. “This was really tough work because you’re really forcing decisions as you try to push along a restructuring in response to economic realities,” recalls McGrath, who—while in midstream of a restructuring gig that he hoped would last only 6 months—suddenly found himself being approached by IBM’s leadership with yet another opportunity. Says McGrath: “As luck would have it, the restructuring role became temporary because the CFO of IBM software at that time decided to leave the company for another opportunity.” McGrath was shortly named finance leader for the company’s $25 billion software business, a demanding and high-profile leadership role both inside and outside the company. “Clearly, I would never have been the CFO of CA Technologies or today the CFO of Avaya if I had not taken up many of these other experiences and gone down these side roads,” explains McGrath, who would leave IBM after nearly 33 years in 2014, when he joined CA Technologies. He continues: “This is kind of how I was raised—to be a little accepting of things coming my way, because there would always be opportunity associated with them.” –Jack Sweeney  Sign up for our Newsletter

Interview with Oen Hammonds – Oen is a designer, mentor and Design Principal at IBM. He has designed across the gamut, services, advertising, and graphics, interactive and environmental. As a Design Principal, Oen works with an employee experience design team to drive the implementation of impactful IBM HR experiences by increasing alignment and integration between HR programs, organization and tools while focusing on the needs of IBMers.

In this episode Council of Industry Vice President Johnnieanne Hansen speaks with John Waldron, Plant Manager at IBM Poughkeepsie and Warren Boldrin, Senior Manager. The Poughkeepsie site manufactures IBM’s “Z” System Mainframes. The “Z” System is one of the world’s most advanced mainframe computers running critical information infrastructure. Both John and Warren are longtime IBMers. […]

In this episode Council of Industry Vice President Johnnieanne Hansen speaks with John Waldron, Plant Manager at IBM Poughkeepsie and Warren Boldrin, Senior Manager. The Poughkeepsie site manufactures IBM’s “Z” System Mainframes. The “Z” System is one of the world’s most advanced mainframe computers running critical information infrastructure. Both John and Warren are longtime IBMers. John came to the company in 1984 via R.E.T.S. Electronic Technical school in Philadelphia. His first job in 1984 was Electronics Technician. Warren is a graduate of Dutchess Community College and has a B.S degree in Production Management, and M.S. degree in Computer Science; both from Marist College. His roles at IBM have included Quality Engineering and Business Transformation. His current responsibilities include Advanced Manufacturing Sciences, High-end Order Fulfillment, Materials Management, Remanufacturing/Return Logistics, and Customer Solutions. Johnnieanne, John and Warren talk about the mainframe computing, the past, present and future of IBM Poughkeepsie and workforce development strategies including the company’s role with P-TECH.

Greetings, Summit Leaders. 
 I am encouraged and inspired by the conversations with over thirty Summit leaders this week. Their optimism, attitude, and words describing how they are adapting during this time of crisis motivate me.   I call it "personal excellence."  Reflecting on the responses of great leaders in times of sudden change highlights three insights leading to "good success." Discipline is required. These leaders understand that these times are opportunities for growth. For the moment, all discipline seems painful rather than pleasant, but later it yields the peaceful fruit of righteousness to those who have been trained by it. I am impressed with their level of determination in becoming the leaders they envision. They are building their character. "Sow a thought, reap an action; sow an action, reap a habit; sow a habit, reap a character; sow a character, reap a destiny. ― Stephen Covey,   At the thirty-year mark of my career journey, I discovered that we live a speedy life in history. Everything is moving so quickly, including myself. I noticed something would happen to stop me from moving forward. Usually, I would get sick. During the recovery, I began to reflect and listen. I call it "course correction." So, I used the time to ask myself three questions regarding my quest for success. 1. Am I going in the right direction? 2. Are my motives pure? 3. What changes do I need to make when I am up and going again? Success means different things to people, and each person has to discover what it looks like for themselves. The second discovery is what I call "Affirmation." After some time of soul searching, I could get a sense of direction. If there were changes I needed to make, I would write them down. Maybe, I was moving too fast and out of step with my vision, or perhaps my desire shifted to focusing on what I could gain instead of what I could give by serving others. The process reminds me that my focus is to first sow good things in the lives of those I serve. A leader who sows sparingly will also reap sparingly, and he who sows bountifully will also reap bountifully.   
 The third phase is what I call "Revitalization." A "soul check" is like a check-up that produces a good report from your doctor. It gives you a boost of confidence that you are capable of going forward. The affirmation that you are heading in the right direction gives you hope and renews your dedication to your vision, purpose and calling. One great leader once said; "Stand beside the roadways and look. Ask about the ancient paths. Which is the way to what is right? Then take it and find rest for yourselves." 
 Tomas J. Watson, Sr. the founder of IBM, once shared his vision with a group of IBMers on January 25, 1933. "Tonight marks the beginning of our thoughts along the lines of the "Century of Progress," the century that is to come, and we must lay our plans accordingly. The future is going to demand more of us than the past has demanded, and it is going to give us more in return." Another great leader shared his vision of "good success." "This book of the law shall not depart out of your mouth, but you shall meditate therein day and night, that you may observe to do according to all that is written therein: for then you will make your way prosperous, and then you will have good success. Joshua," ForbesQuotes. 
 Let's join the leaders who employ desire, discipline, and dedication in preparing for the future. One leader stated, "the worse thing we can do is do nothing." Let's listen and learn all we can from these circumstances and prepare for our chance to lead. 
 
 Victory!

IBM used to collect customer feedback through longitudinal surveys—until Kathy McGettrick, the vice president of market development and insights at IBM, realized the surveys put all responsibility for creating quality experiences on IBM's sellers and ignored other aspects of the customer experience. So Kathy launched a digital platform that sent client feedback deeper into IBM. Today, some 40,000 IBMers use a client experience management platform that tracks hundreds of thousands of data points.

Jerry Cuomo is the Vice President of Blockchain Technologies at IBM. He is an IBM Fellow, veteran software engineer, and one of the founding fathers of IBM WebSphere.   In this episode, Jerry and I discuss:   How Jerry and his father are lifelong “IBMers.” In fact, his father made a discovery in 1972 that eventually led to the invention of optical disks. Jerry recounts crawling through the hallways of the IBM Research Center in his diapers – true story How IBM first embraced Ethereum before helping form Hyperledger The IBM Blockchain Platform and how IBM is using blockchain to revolutionize supply chain management for big name clients like Walmart, Maersk, Dole, Kroger, and many more Sovereign identity and private vs. public blockchains

Jim shares insights on the past, present and future of IBM's PMCoE, including its focus on attracting and developing tomorrow's project leaders, the challenge of balancing traditional methods with agile approaches, and the keys to remaining relevant over two decades.   About our Guest: Jim Boland is the leader of IBM's Project Management Center of Excellence (PMCoE), which is celebrating its 21st anniversary as it serves over 350,000 "IBMers" —including dozens of PMOs and 40,000 certified project managers.   For an easy way to stay up-to-date on Projectified with PMI, follow the podcast at: iTunes, Stitcher,  Google Play, or Pmi.org/podcast.   Key Takeaways: [01:30] The broad mission of IBM's PMCoE [03:10] Everybody is a project manager [06:15] The difference between a CoE and PMO [09:00] Meeting the pace of change with agility [14:45] Frequent 'sense-checking' to identify red flags [17:00] Internal and external certification programs [20:15] Attracting talent to the PM workforce [22:45] New skills needed for project managers [25:45] Defining/reinforcing culture values/practices [28:40] What's next for the PMCoE [31:45] Get comfortable with change    

Dmytro Kyselyov, a Delivery Project Executive at IBM Ukraine, faced the June 27, 2017 Petya variant outbreak from ground zero. In this exclusive podcast, Dmytro talks with IBM Executive Security Advisor Diana Kelley about how he and his team reacted to this zero-day attack. Even in the face of numerous unknowns about what exactly they were up against, IBMers on the ground in Ukraine took immediate action to begin protecting themselves and their clients. For a more technical look at this latest Petya variant, watch the on-demand webinar with Wendi Whitmore and Steve Stone of IBM X-Force Incident Response and Intelligence Services (IRIS): http://bit.ly/2tIGejt. We also invite you to visit the Petya Advisory on IBM X-Force Exchange: http://bit.ly/2uyPDKj.

Permission to Speak Podcast. Hosted by Leadership Communications Expert Kelly Vandever. Episode #9 - Ed Brill. Permission to Speak is the video blog and podcast that loiters at the intersections of leaders who want their people to speak up, technology that facilitates connections, and results that serve an organization’s higher purpose. Topics covered in this episode include: - Early computer connectivity, connecting people & ideas - Sharing knowledge from the field - Blogging - IBM social guidelines (started without HR, Legal and Finance) - Ed’s early supervisory experience that shaped his leadership style - Having all voice respected, everybody’s point of view being important, expressing gratitude - Be your own best reference - Importance of thinking of rolling out IBM Verse as an employee engagement campaign rather than an IT rollout. - White glove service for executives - Set of community forums which turned into a support forum - Listening to the voice of all IBMers as rolling out - Started with an 11 step complicated process, using agile, they iterated and got process down to 4 steps by 6 weeks into the roll out - in Asian, actually got it down to one, automated button - Rather than wait for the perfect process, get started, then improve as you go using the feedback you get - In Japan, 0.01 defect rate, only 18 problems out of 33,000 mailboxes converted - Transparency - Being straight with people is needed to get behind a mission, understand individual contribution to the mission, the climate in terms of risk taking, or even just accomplishing tasks on any given day - Verse roll-out - The faster we went, the more we uncovered the problems. The problems were looking us in the face and no one could pretend they weren’t problems. - Warned the early adopters, this rollercoaster hasn’t been tested yet! - Being straight with people is the best way to get things done - As the leader, when there are problems, own those problems; don’t blame the team - Highlight the positives, even on the darkest days - Storyteller collecting stories and publicizing them so others could see the positives - Tell the good stories to help people envision the future - Encourage people to participate at the brainstorming/problem solving stage because even if it’s ultimately a management decision, you’ve given people a chance to put their ideas on the table and they feel like they were part of the process. - Hear people’s opinions first, socialize with the group, come to a consensus - As a leader, put your ideas out as equal to anyone else as opposed to, “I’m in charge here and this is what’s going to happen. - What’s working well? What’s not working well? What are your ideas to fix it? - See job as a manager as being player/coach – not dictator in charge. - Surface the ideas. Some of them won’t be very good but some of them will be awesome, certainly things I’ve never thought of. - As leader, my job to connect the dots knowing about what’s going on in other parts of the organization - Don’t need multiple levels of review when the people putting together the product are the experts - What’s needed to be a more social, open environment: (1) Defining your objectives & what your expected outcomes are (which can be a group exercise to get everybody bought in), (2) Have to have lead by example leaders - Reverse mentoring for senior executives being coached by younger employees (often millennials) to get up to speed on social - Those execs who were coached had 6 times the helpful content (as measured by likes and comment, etc.) as those that were not coached - Being recognized and known for your work because of your social profile - Sense of belonging comes through in Connections, IBM’s social environment - Involvement starts from the top and trickles down - Don’t be afraid to make mistakes when you get involved in social, just go and find your sea legs as you go. People are forgiving. They’d rather

Permission to Speak Podcast. Hosted by Leadership Communications Expert Kelly Vandever. Episode #3 - Guest Lauren Maxwell. Permission to Speak is the video blog and podcast that loiters at the intersections of leaders who want their people to speak up, technology that facilitates connections, and results that serve an organization’s higher purpose. Topics covered in this episode include: - Empower people in organizations to voice their creative thoughts & take a seat at the table - Social media & social tools - Marketing - Social collaboration - Social business - Culture change - Stories - Social business adoption - Social cloud - Innovation - Speed and Agility - Efficiency - Employee engagement - Client experience - IBM Supply Chain example – Proposal Center of Competence – 600 hours of active collaboration – emphasis, reverse mentoring and flattening the organization – saw a 10% increase in wins - Focus on outcomes – think about the outcomes first - 2014 – IBM the first company to surpass 7,000 patents in one year - 2014 – 2-year IBM study of collaboration projects found that inventors who worked socially, who worked out in the open and shared their knowledge, were 120% more likely to drive measurable innovation. - Sharing expertise – key practice - Let employees know it’s OK to make a mistake – one of the hesitations of working on a social platform is admitting on a public forum that they don’t know or that they need help. Making that OK in an organization has been very valuable. - Keep the outcomes in mind FIRST. - Top down leadership has to model the behaviors – important piece - Enablement – developing materials to help people with engrained habits experiment with new ones – try something new in their workflow. Need to tell them the benefits and that’s part of the power of the storytelling. - Give them “how to’s” related to their job roles or their particular organization - IBM Verse - Move fast, fail quickly - Being open with how things are going – the value of vulnerability - Begin social adoption with outcomes in mind - Brought 40 new deals into the pipeline representing $1M in revenue - Reduced development time by 50% through collaborating on the platform - Bottom line results that encourage people to take action and to change behaviors - Multiple approaches for adoption – campaign, educational pieces, what’s in it for the individual, the value of sharing knowledge widely and becoming known - People speaking up when they don’t agree with top management - Empowering people to be able to disagree - Letting them know they’ve been heard - Importance of leadership in flattening an organization – and walking the talk - Benefits on the individual level – work flow, eminence, career progression, sense of belonging - Traveling to distant locations – meeting up with local IBMers, ask for recommendations on where to eat and what to see - Learning about projects outside your role - Innovations - Working transparently - Working out in the open - Opting In: Lessons in Social Business from a Fortune 500 Product Manager - Ed Brill - http://SpeakingPractically

Three key IBMers in the IBM mobile offering story talk about the technologies they're focused on and what these key products offer mobile developers and mobile enterprise customers. Hear some news about new editions of Worklight, IBM Endpoint Manager, and Lotus Traveler, including their support for BlackBerry 10.

Episode 90 recorded on Friday 24th February 2012. We meet with four IBMers about the latest XPages book, the XPages Portable Command Guide, to discuss the aims and content of the book, who should read it, which resources someone new to the technology should read and more. Oh and Darren takes questions from the audience. Dangerous! The post 90: The XPages Portable Command Guide appeared first on This Week in Lotus.

Episode 90 recorded on Friday 24th February 2012. We meet with four IBMers about the latest XPages book, the XPages Portable Command Guide, to discuss the aims and content of the book, who should read it, which resources someone new to the technology should read and more. Oh and Darren takes questions from the audience. Dangerous! The post 90: The XPages Portable Command Guide appeared first on This Week in Lotus.

Episode 54, recorded on Friday 3rd June 2011, discussing UKLUG, the state of mobile technology, GSX 10, Sametime 8.5.2 and IBMers leaving for the competition.. Hosts Stuart McIntyre (blog | twitter | company) & Darren... The post 54: A face is the cheapest form of marketing appeared first on This Week in Lotus.

Episode 54, recorded on Friday 3rd June 2011, discussing UKLUG, the state of mobile technology, GSX 10, Sametime 8.5.2 and IBMers leaving for the competition.. Hosts Stuart McIntyre (blog | twitter | company) & Darren... The post 54: A face is the cheapest form of marketing appeared first on This Week in Lotus.

  World Community Grid brings together people from across the globe who donate their idle computer time to create the largest volunteer computing grid benefiting humanity. Robin Willner is IBM's vice president of global community initiatives. As such, she designs and implements programs that use technology in novel ways to address long-standing social issues in the communities where IBMers live and work. Ms. Willner oversees a global portfolio of corporate citizenship initiatives. These include a program with the International Finance Corporation to provide a toolkit of resources to small businesses. The portfolio she oversees also includes IBM's Corporate Service Corps, a kind of Peace Corps staffed by IBM volunteers. She manages IBM sponsorship of the World Community Grid, which IBM established and supports. In addition, Robin is in charge of IBM's humanitarian response to disasters, including 9/11 in New York City, the 2004 tsunami in South Asia, Hurricane Katrina cleanup in the U.S. Gulf Coast, and earthquakes, typhoons and pandemics worldwide. Check out http://www.worldcommunitygrid.org/ Check out IBM's Try Science page:http://www.tryscience.org/ also Check out IBM's Reading Companion:http://www.readingcompanion.org/.