Case Study regarding CARS

Leveraging each company’s core competency, the end game was to bring life and reconstruction to the country. The five objectives that the FL Identified to achieve the Nilsson was emergency relief, job creation in the private sector, improve the information and communication technology infrastructure, provide training and educating the workforce, and connect the communities.

To the extent that each of these objectives are, in and of themselves, a large undertaking, the combined mission of the FL seems almost impossible.

In order to achieve the mission set forth, the FL not only needed funds but large amounts of human resources. Cisco turned Inward and selected key individuals who had the skills necessary of which, Salaam Yamaha was appointed as the project manager. Coco’s vision, mission, and culture made the company a great fit for the FL. Founded in a culture that fosters “open communication, frugality, innovation, giving back to the community, collaboration, trust, integrity, and inclusion,” Cisco has been recognized as the “best In the world, best for the world” Mammal, 2011).

This culture drives corporate social responsibility (CARS)_ “Glenn back to the community is a core differentiating principle of Coco’s culture; hence, CARS was and still is accorded close attention by the CEO and the whole corporation” states George Khaki (Kamala, 2011). Since the inception of the FL, these five companies worked towards achieving the five initiatives. Many notable milestones were achieved of which the FL: 1 . Helped more than 1,000 families rebuild their homes, 2. Rebuilt 10 youth centers, 3. Revived technology training to schools In ware-ravaged communities, 4.

Distributed funds through loans and grants to help create Jobs, 5. Connected urban and rural communities through broadband technology, 6. Sponsored 73 Lebanese interns and helped place them, and 7. Rehabilitated 10 CIT centers (Kamala, 2011). Three years after the formation of the FL and the much success towards cleaving the mission, Yamaha recognized the need for the FL to become self- sufficient and not reliant upon the continual donation of funds and manpower.

Both Yamaha and her manager George Khaki, realized that to achieve sustainability for the FL, the FL needed to build local capacity and empower local communities to take development forward Mammal, 2011).

CARS Lesson I nerve were several takeaways Trot tons case study regarding CARS lessons learned. Most importantly, CARS programs must clearly define the objective and allocate the appropriate resources to achieve it. Additionally, a CARS program must be in alignment with the culture and vision of a company otherwise, the program will always be at odds with those assigned to support it.

A third takeaway is the need for CARS programs to provide value added for an organization. Without value added, CARS becomes an unnecessary expense.

These three takeaways were address in the case study through the perspective of Cisco, specifically in relation to the company’s vision. As stated, the FL identified 5 key areas in which it needed to address and improve in order to achieve its mission. By identifying these 5 areas, the FL was able o assign stakeholders and the necessary resources to affect positive change.

In the case of Cisco, their expertise is in the communication arena. It is here that Cisco was able to leverage its internal resources of global networking to achieve the objectives of improving the communication infrastructure and connecting the communities. “The Cisco approach to Corporate Social Responsibility (CARS) is to use our expertise, technology, and partnerships to create positive impact around the world” (Cisco, 2013).

This approach supported by a corporate culture of giving back, aligned very well with the FL cause.

If Cisco endeavored to rebuild homes for example, their expertise is not in alignment and at odds with what they are good at. Therefore, the intrinsic value of aligning CARS initiatives with the fabric of the organization is required for long term success. With CARS a core value of Coco’s culture, the organization embraces and demands trust, integrity, openness, and fairness. The company has proved itself to be the leader in the area of consumer electronics, communication technology, and networking services.

As a result, Cisco has managed to stay ahead of its competitors and shaped the future of global outworking. The corporate culture of Cisco played a key role in differentiating it from its competitors and therefore, its mere involvement gave the FL the same drive, compassion, and commitment needed to achieve the challenging mission at hand. The third lesson, creating value is truly an important lesson for all CARS programs. If a CARS program fails to create value added, then it is merely an expense on the company’s income statement.

There must be, to some extent, a quid pro quo.

“The major internal reason for forming CARS policy was the realization by the management ND the owners of the direct correlation between the economical results of the companies activities and their image, behavior patterns towards personnel, partners, society in general and the environment” (Liking, n. D. ). Simply put, if a company cannot advance its cause, the CARS program would eventually lose interest. Cisco, Corporate Sponsors, and FL The case study identified Cisco as taking a lead role in the FL.

Through steering committees, “we treated each of these projects as central to our business and we adopted a project management approach in overseeing each of these initiatives” Mammal, 2011). Granted, writing a check and walking away is an easier approach, it takes great strength, solid principle, and committed leadership to invest the human capital that Cisco did. Cisco was committed to the success of the FL and toners Drought to Dear Its Internal strengths making ten commitment personal.

The five companies collectively brought to the FL unique specialties that when leveraged provided the aptitude to achieve the objective of the FL. Through these companies, they were able to leverage their core competencies in communication technology, computer hardware, computer software, and engineering. The synergy of the collective group gave FL great empowerment to affect change in Lebanon.

Such partnerships, embodies the true definition of synergy whereby, the overall effectiveness increases when two or more businesses work together towards a common goal.

This partnership created added value to the outcome of the program. Specifically in the case of the FL, the collective power in terms of manpower, skillet, finances, resources, and vision created a force capable of achieving success in face of great adversity caused by war and devastated economy. Cisco played a critical role to insuring the long term success of the FL. Typical to Cisco culture, the programs that they design provide “long-term value to its employees, customers, and shareholders” (Cisco, 2013).

Through the engagement with its partners and stakeholders, Cisco “leveraged its core competencies in information and communication technologies (ACT), networking, education, and public-private partnerships to promote sustainable economic growth in Lebanon” (Cisco, 2010).

Cisco and the FL were mutually benefited by its accomplishments. The partnership enabled a shift away from philanthropy to a social investment and in doing so, enhanced the core competence of those involved resulting in Lebanon regaining its edge as a commercial hub in the region Mammal, 2011).

The Challenges of Sustainability The case study provided much information on the purpose and performance of the FL. From inception through progress, it took readers up to the point where Cisco began questioning what their continued involvement in the FL should consist of. Cisco realized towards the end of 2009 that their continued commitment to the cause needed to change from direct support to transitioning power in order to ensure long term success of the FL.

Recognizing that this change was necessary to achieve sustainability, Cisco needed to steer the remaining companies in this direction.

Certainly, each company could continue investing millions of dollars to affect positive change in Lebanon; however, at some point in time the cause needed to be self- sustaining. In passive terms, sustainability can be addressed internally through responsible business practices via tools such as corporate governance, employee code of conduct, and financial reporting. However, management at Cisco wanted more than this, they wanted to ensure the sustainability of the project and that their hard work and uncial investment was not made in vain.

Therefore, the challenge of sustainability in collaborative programs such as in the FL truly boils down to the commitment that each organization has individually to their own respective CARS initiatives. Conclusion This case study analyzed the relationship between Cisco and the FL in the effort to help provide relief and reconstruction efforts in Lebanon.

Cisco was instrumental in providing long-term solutions through its employees, stakeholders, and financial wealth. The case study detailed the culture, values, and beliefs that Cisco holds dear an recognizes as mall Ingredients AT tenet worldwide success.