smarterplanet: A Socially Networked Company Makes for a More Human Workforce (Revisited) For business, one of the biggest and most under-realized advantages to integrating social networking tools is its ability to humanize a corporate workforce beyond just the typical four walls of a cubicle or office. Without social networking tools, companies risk problems not being resolved, ideas becoming stagnant and employees feeling underutilized or underappreciated. So, if you’re a company wondering how you can unify your global workforce, social technologies are an excellent step to building a more collaborative, productive and HUMAN workforce

smarterplanet:

A Socially Networked Company Makes for a More Human Workforce (Revisited)

For business, one of the biggest and most under-realized advantages to integrating social networking tools is its ability to humanize a corporate workforce beyond just the typical four walls of a cubicle or office. Without social networking tools, companies risk problems not being resolved, ideas becoming stagnant and employees feeling underutilized or underappreciated. So, if you’re a company wondering how you can unify your global workforce, social technologies are an excellent step to building a more collaborative, productive and HUMAN workforce

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Social Enterprise Program : Columbia University Business School Organizations in both the public and private sectors are increasingly changing the way they tackle major issues, from the global economy to the environment. The Social Enterprise Program (SEP) at Columbia Business School provides a framework for students to think in broader terms about their role in business and society, and prepares them with the knowledge and experience to respond to the challenges of a rapidly changing world. The Program supports a broad range of activities that help Columbia Business School students embrace the breadth and depth of social enterprise. Students develop a perspective on how to apply business skills to social enterprise endeavors and align personal and professional values in careers that result in social benefits to a broader community. The curriculum explores social enterprise within four focus areas: Public and Nonprofit Management; International Development and Emerging Markets; Social Entrepreneurship; and Corporate Social Responsibility and Sustainability.

Social Enterprise Program : Columbia University Business School

Organizations in both the public and private sectors are increasingly changing the way they tackle major issues, from the global economy to the environment. The Social Enterprise Program (SEP) at Columbia Business School provides a framework for students to think in broader terms about their role in business and society, and prepares them with the knowledge and experience to respond to the challenges of a rapidly changing world. The Program supports a broad range of activities that help Columbia Business School students embrace the breadth and depth of social enterprise. Students develop a perspective on how to apply business skills to social enterprise endeavors and align personal and professional values in careers that result in social benefits to a broader community. The curriculum explores social enterprise within four focus areas: Public and Nonprofit Management; International Development and Emerging Markets; Social Entrepreneurship; and Corporate Social Responsibility and Sustainability.

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smarterplanet:

Watch the 15-minute edited version of our first-ever live “VPanel” — a four person webcam interactive discussion on globalization and sustainability — on demand   via the IBM New Intelligence channel.

Panelists:

  • Ragna Bell, associate partner IBM Global Business Services and the global lead for Strategy & Change at the IBM Institute for Business Value
  • Christopher Adkins, director of the Undergraduate Business Program at the Mason School of Business of the College of William & Mary
  • Jeff Hittner, Carnegie New Leader at the Carnegie Council for Ethics in International Affairs
  • Emily Goodson, assistant director, MA Career Counseling, Wake Forest University Schools of Business

The webcast discussion is an outgrowth of the Future Leaders study — http://www.ibm.com/futureleaders — with 3600 graduate and undergraduate students around the world that was another first and part of IBM’s 2010 CEO Study.

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Students Work toward Sustainability, Says IBM Study · Environmental Leader · Green Business, Sustainable Business In a few short years, the millennial generation, sometimes called Generation Y, will make up half of the worldwide workforce. According to a growing body of research, their attitudes, behaviors and leadership styles will be markedly different from previous generations. Where they will diverge most, according to IBM’s recent global student study, centers around their views of globalization and sustainability. Since 2004, IBM has published a Global CEO Study every two years to understand and articulate the goals of leaders worldwide. In 2010, for the first time, IBM supplemented insight from the CEO Study, with a global student study. More than 3600 students responded from more than 40 countries to a detailed questionnaire about global issues and their impact on organizations.

Students Work toward Sustainability, Says IBM Study · Environmental Leader · Green Business, Sustainable Business

In a few short years, the millennial generation, sometimes called Generation Y, will make up half of the worldwide workforce. According to a growing body of research, their attitudes, behaviors and leadership styles will be markedly different from previous generations. Where they will diverge most, according to IBM’s recent global student study, centers around their views of globalization and sustainability. Since 2004, IBM has published a Global CEO Study every two years to understand and articulate the goals of leaders worldwide. In 2010, for the first time, IBM supplemented insight from the CEO Study, with a global student study. More than 3600 students responded from more than 40 countries to a detailed questionnaire about global issues and their impact on organizations.

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“Only those who played fast-moving action video games such as “Call of Duty 2” and “Unreal Tournament” saw an improvement in their decision-making skills. Rather ironically, players of “The Sims 2”, a game where one has to decide how to organise an entire simulated world, did not benefit this way.”

A new study for the University of Rochester suggests that gaming is good for you - but it’s not always the smartest games that have the greatest impact. (via theeconomist)

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Our Future Leaders - What They’re Really Like

Guest BLog - CNBC

By: Christopher Adkins, Dir., Undergraduate Business Program, College of William & Mary

If you’ve been thinking that “millennials” are the “me generation,” think again.

An IBM study shows that far from being self-centered, today’s college students see the fault lines in our shared planet as their generation’s call to action.

Is the millennial generation, a “me generation” or a “we generation?”

Reviews are mixed, but as we prepare for the future it’s important to sort out where this generation is heading. Sheer numbers will make them a potent force — within the next few years they will hold roughly half of jobs in the world. I find good reason to believe that millennials will marshal their raw demographic power in pursuit of positive change.

Teaching college students for the last decade, I’ve often thought of them as the “screen generation”. They’ve grown up surrounded by TVs, laptops, cell phones and iPods. Vivid, exciting and constantly changing, images from these screens are hard to ignore. What’s more, they bring viewers close to events they would otherwise never see — war and famine, tsunamis and earthquakes, social and environmental disasters.

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Building on the success of our first “VPanel” — a live four-person, webcam-based dialogue — we’re holding another ground-breaking session and you’re invited to be part of the interactive conversation on our Shared Planet | Social Entrepreneurship. All of this is inspired by the Future Leaders Study IBM conducted as part of the 2010 CEO Study with 3600 graduate and undergraduate students on the new styles of leadership emerging. Key findings: the Millenial Generation entering the workforce today are focused on the role that sustainability and global thinking will play in business and society in the decades ahead.

Building on the success of our first “VPanel” — a live four-person, webcam-based dialogue — we’re holding another ground-breaking session and you’re invited to be part of the interactive conversation on our Shared Planet | Social Entrepreneurship.

All of this is inspired by the Future Leaders Study IBM conducted as part of the 2010 CEO Study with 3600 graduate and undergraduate students on the new styles of leadership emerging. Key findings: the Millenial Generation entering the workforce today are focused on the role that sustainability and global thinking will play in business and society in the decades ahead.

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Northeastern U’s Prof. Allan Bird on new skills for the global economy

lauriefriedman:

I recently talked with Dr. Allan Bird, Professor of Global Business at Northeastern University’s College of Business Administration in Boston, Mass. We discussed how the next generation of leaders can prepare to be successful in the global economy, and what skills they will need to compete.

IBM’s new study, Inheriting a Complex World, found that Millennials see globalization as an opportunity, rather than a barrier. Do you see this as well?

I was struck by how the IBM report focused on capitalizing on complexity. It’s one of the only pieces of literature I’ve seen that really zeroes in on the issue. Globalization is one element of complexity, and the younger generation has grown up in an age when life is complex. Those of us from an earlier, simpler time are really grappling with this, while our younger counterparts have a sense that this is how things are going to be.

We are all learning how to function in this age of complexity, which is unprecedented in history. First there was a shift to agrarian society, then a shift to industrial society, and now we’re shifting to an information society. No one has a very clear understanding of what this all means. I don’t think we as a civilization have the ability at present to fully think in the ways that a developed information society requires — it’s akin to asking farmers from the agrarian period to think as industrial plant managers. How would they do that?

Read More

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surp:

Generation We: http://www.gen-we.com/

Millennials are the largest generation in American history. Born between 1978 and 2000, WE are 95 million strong, compared to the 78 million Baby Boomers. WE are politically, socially, and philosophically independent, and are spearheading a period of sweeping change in America and around the world. The new book, Generation We, explains the emerging power of our Millennial Generation, and shows how WE (and older people who think the way WE do) are poised to change our nation and our world for the better.

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