Through our Global Pro Bono service, AMAIDI has designed and implemented skills-based volunteering programs for socially conscious companies for more than 15 years. Our early entry into this area of corporate social responsibility puts us at the forefront in terms of the breadth of programming we offer, our international scope, the number of social enterprises we work with on the ground, and the resources we bring to bear on your project.

Drawing from our extensive experience and global networks, we create bespoke programs that match your company with ambitious social enterprises in your field. We consider your corporate culture, resources, objectives, and industry positioning.

CISCO has started the “Time2Give” initiative. Time2Give is an offering that encourages your passion for community service. All full-time Cisco employees can take up to 5 days per calendar year, with pay, to give time to a cause that matters most to them. Giving back is an integral part of the People Deal at Cisco, as well as Cisco’s culture, and Time2Give makes it even easier to contribute time and talent to make a difference in communities and around the world.

I am very thankful to work for a company that supports my passion, encourages me to go and serve, and allows all employees to do the same. It is something that I will always seek to do, have a passion for, and will be invested in because through my missions I have developed myself significantly and seen the world in a different perspective. What a difference it would make if every company gave employees the opportunity away from their day-to-day jobs to go and serve…

If you want to watch a short video from our trip:

Quelle: Gioia Ferretti, Marketing Project Specialist at Cisco, LinkedIn

The software group SAP wants to anchor the topic of pro bono more firmly in the European market and is involved in the 3rd Global Pro Bono Summit in Berlin. “With pro bono, we can achieve more than simply writing checks,” says Alexandra van der Ploeg, who is responsible for the company’s various pro bono programs in the Global Corporate Social Responsibility department.

Why did SAP launch the Social Sabbatical pro bono program three years ago?

We started very small with the social sabbatical in order to gain initial experience with pro bono. At the same time, the Group was considering how we could position ourselves more strategically in terms of corporate social responsibility. We wanted to create greater added value for society and scale back our purely philanthropic activities. This turnaround was not easy, and it needed the full support of the company’s management.

The pro bono programs at SAP

As part of the Social Sabbatical program, at least 100 SAP employees each year spend a month working pro bono in emerging and developing countries. Working in international, interdisciplinary teams of three, they support nonprofit organizations and social enterprises and solve their most pressing strategic challenges. SAP is currently sending employees to Colombia, South Africa, China, India, Ethiopia, Brazil, Turkey, and the Philippines. A local pro bono program, SAP ELI (Engaging for Local Impact), will launch this year in eight different locations around the world.

And there were?

Absolutely! Our belief was that we could do more with pro bono than simply write checks and let the money go to waste in the worst case scenario. This approach came from within the company. But it was clear to us that if we were to establish such a program across the Group, we would need support above all at management level. Fortunately, the concept can be explained convincingly and it works at many different levels.

Which ones?

It’s about the further development of leadership qualities, the skills of employees and, of course, strategic corporate development.

Which organizations do you help get off the ground?

We work primarily with social enterprises that have a functioning business model and want to grow. Be it geographically or in their portfolio. That’s where we can best help. If SAP is good at two things, it’s understanding business processes and applying appropriate technologies. And by helping these organizations, we create direct value for local people.

SAP conducts pro bono projects in emerging markets such as India, Brazil, South Africa, and the Philippines. Are you also doing this with potential markets in mind?

That’s part of our approach. But it’s mainly about deploying our employees in a completely foreign context. The cultural component plays a crucial role; in India or Brazil, business is often conducted quite differently. And these are precisely the moments when our employees need to take the lead, to say to themselves: I’m not going to be irritated by any imponderables, but trust in my skills and knowledge.

And that works so easily?

You have to be aware of your role in the team – and leave your ego out of it. Usually, many different nationalities come together in a team, including junior staff, seniors and even vice presidents. In addition, all SAP departments are represented, from Development to Controlling to Sales. Employees have to find their place in the group very quickly and deliver top performance – without regard to sensitivities or hierarchies. Ultimately, the goal is to deliver results for the organization that are sustainable and create added value.

Besides the unusual mix, what are the challenges on site?

An incredible number of things are happening simultaneously in a very short time. That’s where solution- and customer-oriented work is required. One of our teams came up with a motto right at the beginning: Shut up and listen! They took this to heart, both in their communication with customers and within the team. They learned how important it is to listen and not to immediately come up with ready-made solutions. After all, it often only becomes apparent on site that the challenges are a little different than described by the organization. Our people have to be incredibly flexible and adaptable because the situation can change abruptly. And these are things that they don’t actually have to deal with in their day-to-day work at SAP.

Employees have to find their way around the group very quickly and deliver top performance – without regard to sensitivities or hierarchies.
Alexandra van der Ploeg

The pro bono program is in high demand. Have you done a lot of internal advertising?

No, not at all. We were overrun with applications, even though we did a soft launch. It was mainly word-of-mouth. We now get almost 400 applications a year for 96 places. We had so much momentum after launching in 2012 that we scaled much faster than we planned. We currently send at least eight to ten teams to emerging markets at any one time.

Which employees are you targeting?

The so-called top talents of the Group. Worldwide, that means about five percent of SAP’s approximately 74,000 employees are eligible to participate.

There are also critics who say that companies can’t save the world.

I find that accusation a bit too simplistic. Politics and business both play an important role in social and economic development. However, there is often a lack of cooperation across sectoral boundaries, which is where a shoulder-to-shoulder approach would do good. Germany is a welfare state. The countries we go to, on the other hand, are far from it. That’s why the third sector plays an incredibly important role there. It’s not for nothing that social entrepreneurship has gained so much importance.

We definitely want to anchor the topic more firmly in the European market, motivate others. Alexandra van der Ploeg

Does SAP see itself as a pioneer in pro bono compared to other large companies?

We definitely want to anchor the topic more firmly in the European market and motivate others. That’s why we are involved in the 3rd Global Pro Bono Summit in Berlin. There are still too few companies internationally that have pro bono programs and talk about them.

In addition to the Social Sabbatical, SAP has now also launched a local pro bono program. Why?

There is a great willingness among employees to make a difference directly on site. In addition, our social sabbatical program is very costly – and at some point we will reach our limits when it comes to scaling. With the local program, we are transferring the experience gained from the Social Sabbatical to the local level; the pilot projects have gone over in Berlin and Palo Alto in California. Now we will gradually establish the program at all locations. This is primarily about capacity building, direct contact with customers and finding pragmatic solutions.

Interview: Maja Heinrich, BMW Foundation

A look at SAP’s corporate initiatives to develop new talent for work in emerging markets.

It’s apparent that finding tomorrow’s leaders is one of the biggest challenges facing global CEOs today. According to a recent survey, 93 percent of CEOs acknowledge that they need to change their strategies to attract and retain new talent (previous surveys have indicated the same realization), but less than a third have acted on these plans. Moreover, CEOs are concerned about finding employees who can adapt to new, fast-developing markets in Africa and Asia. Over the next year, 74 percent of CEOs expect to pursue opportunities in Africa.

Meanwhile, another recent survey found that 84 percent of Millennials care more about making a positive difference in the world than workplace recognition. This has come a long way from earlier generations that often prioritized career advancement.

Clearly, these trends indicate it’s time to fundamentally rethink the established approach to talent strategies.

Shifting culture

In an effort to meet these challenges, the technology and software solutions company SAP started what it calls a Social Sabbatical program, which sends high-performing employees into emerging economies such as South Africa, India, Brazil, and China. During these pro bono assignments, employees support entrepreneurs, NGOs, and government agencies, with the aim of positively impacting the regions economically and socially; they also gain a better understanding of how to effectively operate in these geographies.

The program strives to solve business challenges, specifically for the education and entrepreneurial sectors in emerging markets, while strengthening the participants’ leadership competencies, cross industry sector know-how, and intercultural sensitivity. Employees leave the daily routine of their jobs to spend a month with a host client. We’ve seen this experiential learning foster a cultural shift toward next-generation thinking—it infuses future executives with the type of creativity they need to problem-solve in an entrepreneurial setting. It also fortifies the capacity of organizations in emerging markets, by introducing new skillsets and approaches to their business and operational challenges.

Last year, for example, Endeavor, which pairs entrepreneurs with top-notch business development services, hosted a team of SAP employees in South Africa to create an improved model for the organization’s mentor network and to do investment research for the organization. Endeavor received an unbiased, independent opinion on long-standing challenges, and at the same time, volunteers were forced to approach traditional business problems differently. SAP volunteer, Hemang Desai, noted: “We had to learn how to think simpler. Building sustainable solutions is essential. We had to ask how can we build templates and process maps that Endeavor can use after we leave?”

Using the Lean Startup method

Entrepreneur and author Eric Ries’ phrase, “build, measure, learn” articulates a new approach to innovation in the start-up context and his Lean Startup method has proved useful to SAP and PYXERA Global’s work in emerging markets. The concept suggests that entrepreneurs build out an idea, measure how customers respond, and from there, learn whether to pivot or preserve. It has provided a roadmap to thousands of entrepreneurs who operate in an environment of uncertainty.

This is not dissimilar to the design-thinking principals that SAP uses as the foundation for an approach to innovation. Employees’ method for problem-solving includes failing early and working in small teams. The sabbatical takes these approaches to innovation—along with employees’ expertise—and puts them in a new context, where the rules of engagement around business and culture are different.

A social sabbatical team’s first week in-country is dedicated to immersion—observing the business, social, and cultural climate of the new organization. Despite months of preparation and pre-defined project parameters and scope, the team may drop their initial ideas and change direction based on their experiences during the first week. As they better understand in-country realties—which may include weak electrical grids or limited infrastructure and transportation systems, or, conversely, more-sophisticated capabilities than they originally envisioned—employees learn to “build, measure, and learn.”

At Endeavor, for example, the SAP team quickly determined that the project outcomes it originally set were unachievable within four weeks. In the first few days, the team interviewed mentors and investors throughout South Africa to better understand the situation, then redefined their deliverables and focused on two critical needs.

This kind of experiential learning is critical to building a next generation of business leaders who know how to operate across regions and cultures. It also allows Millennials to bring their values to work with them. Now in its third year, the program has evolved and the company is focusing its efforts on maximizing impact by sending new teams to the same host clients repeatedly. By sending multiple teams to the same organizations, individuals are learning more about them from collective experience, and in turn, having a deeper impact on those organizations.

Doing more with less

To drive innovation, Ries emphasizes failing fast to gain product and service insights and iterating, rather than fulfilling pre-determined requirements. Just three or four people, who each have three or four jobs and limited budgets, often run local organizations. In the day-to-day, these organizations must adopt an innovative frugal mentality that is completely different from that required to process information and solve problems with large teams and multi-million dollar budgets.

Experiential learning teaches participants how to take risks with limited resources and fewer established business processes. It meets the increasing expectation of the next generation, enabling them to bring their values into the workplace. As the business landscape evolves at an even faster pace, having a talent bench of future executives with this type of experience is invaluable.

SAP and other corporations will present at the Catalyzing Growth in Emerging Markets conference April 7 – 8, 2014.
Source: https://ssir.org/articles/entry/social_sabbaticals_and_the_new_face_of_leadership