STRATEGIC CSR AND CONSULTING PROJECTS Intel Education Initiative Final Presentation Akif Koca, Maria Isaac, Hans Cole May 2, 2007

STRATEGIC CSR AND CONSULTING PROJECTS

Intel Education InitiativeFinal Presentation

Akif Koca, Maria Isaac, Hans Cole

May 2, 2007

Hans Cole

Maria Isaac

Akif Koca

THE TEAM

What is the role of technology

companies in education?

INTEL EDUCATION

•The Intel Foundation and Intel Corporation currently invest over $100 million per year in over 50 countries to promote education efforts in these areas.

•However, Intel doesn’t get much credit out of its large investment in this area…

Intel Education Initiative

One Intel Education

Intel World Ahead

PROJECT SCOPE

How should Intel position its Education Initiative to:• increase awareness of its programs among global

education thought leaders?• improve the overall corporate reputation of Intel in

the CSR field?

How should Intel position its Education Initiative in order to; •increase awareness of its programs among global education thought leaders•improve the overall corporate reputation of Intel in the CSR field?

1. Who are the global education thought leaders?

2. What do education thought leaders expect from global ICT companies, from Intel?

3. Does Intel understand the needs/expectations of education thought leaders?

4. Does Intel provide the right menu of (technology and program) solutions to satisfy those needs/expectations?

5. Does Intel focus on the right segment of education thought leaders to maximize credit and influence?

1. Who are the global leaders in tech in education CSR? • What are their overall CSR goals? • What are their tech in ed CSR strategies?• What are their capabilities?• How do they communicate their programs?

2. What are Intel’s strategies and capabilities (strengths & weaknesses) in tech in education CSR?

How effective is Intel in satisfying the needs and expectations of global education thought leaders?

How can Intel differentiate itself in tech in education CSR?

1. How does Intel promote its Education Initiative among education thought leaders?

2. How important is tech in education within Intel’s overall CSR agenda? CSR reporting?

How effective is Intel in communicating its tech in education CSR programs to thought leaders?

What can Intel Education do to improve Intel’s corporate reputation in CSR field?

1. How is corporate reputation measured by the leading surveys and other indicators?

2. How is the CSR contribution to corporate reputation measured?

3. How does corporate philanthropy (tech in education CSR) contribute to corporate reputation in CSR?

4. How does Intel rank against global CSR leaders on different surveys/benchmarks?

5. What other benchmarks can be used to measure corporate reputation in CSR?

How should Intel measure awareness of its programs among global education thought leaders?

1. What are the metrics used by Intel to evaluate awareness of its programs among global education thought leaders?

2. What are the metrics used by Intel’s competitors?

3. What other benchmarks can be used to measure the awareness of tech in education programs?

ISSUE TREE

Project Timeline and Deliverables

Project Deliverables• Recommendations on surveys/benchmarks for measuring

– awareness of global education thought leaders– overall corporate reputation in CSR

• Benchmarking Intel against leading companies in CSR• Recommendations on utilizing Intel Education to improve Intel’s

reputation Final presentation to Intel

•Research corporate reputation and CSR surveys

•Research corporate philanthropy and different models

•Conduct interviews

with primary thought

leaders

•Benchmark Intel against other leading

companies in CSR

•Final analysis and recommendations

PHASE 1 PHASE 2 PHASE 3

Feb 15 Mar 22 Apr 18 May 3

PRESENTATION OUTLINE

• Thought Leaders

• Corporate Reputation

• Ratings and Rankings

• Findings and Recommendations

Global Education Thought Leaders The Tipping Point Effect

Intel’s Current list

• Focuses on UN, global multilaterals, global NGOs

Global: World Bank, UNESCO, WEF, USAID, UNDP, Harvard University

RegionalAPAC TLs: ADB, APEC, UNESCO Bkk, ASEAN, JICA

EMEA TLs: UNESCO, EU/EC, DfID, GTZ, NEPAD, AfDB

LAR TLs: IDB, OAS, IAD, UNESCO Brazil, ECLAC

U.S. TLs: ISTE

Thought Leaders Corporate Reputation

Respect for a Company Would Go Up If It Partnered with…

“Agree” vs “Disagree,” Average of 18 Countries,* 2005

*Globe Scan CSR Monitor Survey 2005

The white space in this chart represents “Depends/Neither” and “DK/NA.”


Who are the thought leaders?

Expertise• Partners with key global organizations: e.g., UN, World Bank, USAID• Partners with key philanthropic organizations

Public Presence• Leadership presence at events and conferences• Frequent mention in global media publications• Published author (individuals) or well-known/ branded publication (organization)

Innovation• Demonstrated work at the “cutting edge” of tech and education• Recognized (through awards, honorary degrees, media mentions) as a creative force

Influence• Hold key policy/ gov. positions• Sits on advisory councils, panels, etc…


Thought Leader Interviews-Quotes

“…corporations need to learn to play with others in the sandbox – in other words, more collaboration is needed across the industry and within the technology in education space…”

“the most critical attributes for a corporate thought leader: humility, collaboration, and relationship building”

“One change in recent years is that thought leaders in this space (i.e., technology in education) are not necessarily “technologists” or engineers…”


Thought Leader Interviews – Takeaways

Intel’s Strengths and Opportunities

Strengths:• humility – this is an Intel attribute that is appreciated by thought leaders• experience on the ground – decades in the tech/ education space• consistent focus area - technology in education

Opportunities:• how can Intel communicate the “why” message and pass the “so what” test?• how can Intel inspire thought leaders to act as communicators and change

agents for Intel?• how can Intel not just collaborate, but be an industry leader? • how might other stakeholders act as influential thought leaders for Intel?


Thought Leader Mapping


Organization Relevant ActivitiesProgrammatic Collaboration

OpportunitiesBrand Opportunity/

Strategic fit with IntelProgram Opportunity/ Potential Partnership

NGOs

ISTE, International Society for Technology in Education

> National Educational Technology Standards (NETS), the Center for Applied Research in Education Technology (CARET), and the National Educational Computing Conference (NECC), network of 85,000 professionals worldwide

> collaborations in the past -- e.g., reviewed Intel Teach Essential's Course in 2003

HIGH --strong alignment with Intel's goals, and high level of awareness across thought leaders

HIGH -- already strong Intel connection, and history of projects focused on teacher training

Academics & SchoolsGeorgetown University >Center for New Designs

in Learning> research, evaluation, metrics HIGH - strong brand,

relatively new program with potential for new partnerships/ directions

HIGH -- new program with potential for new partnership/ directions

Think Tanksthe Concord Consortium > array of science/ tech

education resources > ITSI Project - linking youth with tech careers > partnerships with USAID/ DOT-edu

> science/ technology curriculum and program development

HIGH -- mentioned frequently in publications and by thought leaders, high profile partners

HIGH -- history of excellent program partnerships with USAID, NSF, and other thought leaders

PressEdutopia > linked with George

Lucas Ed Foundation> great outlet for Intel success stories

HIGH -- well known industry publication with link to major foundation

NA

Networks/ Online/ Blogs

Global Voices Online > based out of Harvard Law School, online information/ community

> portal for stories > model online community

HIGH -- great exposure on a global scale

MEDIUM -- possibility as a partner or model for online community

Thought Leader Metrics

“Passive” metrics

- # of mentions on listservs, blogs, and online communities

- # of information requests from schools, teachers, school boards, school districts, Ministries/ Depts of Education, policy officials, etc.

- # of invitations for Intel CEO and Intel Education Initiative staff to give keynote

- # of endorsements of Intel’s program by high level thought leaders

“Active” metrics

- develop web page that enables partner and participant driven content

- # of hits- # of stories- # of materials downloaded-# of partner links to your site

- develop an online community for thought leaders, partners and participants

- # of hits- # of members- # of countries/ regions represented



• Thought Leaders




What is corporate reputation?

• Reputation is an intangible asset for the corporations and most of the time hard to measure

• Rankings and ratings can change in the short term, but building a reputation around the brand is more important

• Industry and product attributes can lead to barriers to corporate reputation

• Comparing Intel with other companies in other industries can bring useful insights, but not all practices can be applied to Intel

• Unique positioning of Intel in its industry can be used to leverage Intel’s reputation


Impact of educational programs in reputation

EmotionalAppeal

FinancialPerformance

WorkplaceEnvironment

Products &Services

Vision &Leadership

SocialResponsibility

ReputationReputationQuotientQuotientSMSM

(RQ)(RQ)

Feel Good AboutAdmire and RespectTrust

Market OpportunitiesExcellent LeadershipClear Vision for the Future

Rewards Employees FairlyGood Place to WorkGood Employees

Outperforms CompetitorsRecord of Profitability Low Risk InvestmentGrowth Prospects

Supports Good CausesEnvironmental ResponsibilityCommunity Responsibility

High Quality Innovative Value for MoneyStands Behind

C. Fombrun, Reputation Institute, Harris Interactive

1

2

3

45

6


Teacher Training

After School

Higher Education

Science Fairs

Comparing Programs

in Education


Level of engagement Low High

Importance to mission Peripheral Strategic

Magnitude of resources Small Big

Scope of activities Narrow Broad

Interaction level Simple Intensive

Managerial complexity Infrequent Complex

Strategic value Modest Major

EXAMPLES ACTIONS: • Donation• Grants

• Event sponsorship

• Cause-related marketing

• Employee volunteerism

• Joint-advocacy• Joint-action• Deep partnerships• Financing

principles

Philanthropic Transactional Integrative

Adapted from The Collaboration Challenge, James E. Austin

Framework for integrative CSR


Communicating in a CSR Context

• Main points in communicating CSR (and taking credit for it!): Strategic fit with business, brand and competencies Deep partnership with expert organizations (eg: trusted NGOs)

Education and awareness of public

• New approach to communication– Move from top-down to peer-to-peer engagement– Don’t forget about the power of blogs– Communicate from inside out (internally first)– Localized approach to communications– Communicate continuously and through broad array of channels – Employees, core consumers, critics such as NGOs are best advocates/ brand ambassadors– Give up control of message in favor of credibility through dialogue, viral marketing– Acknowledge the tangible business impact of trust


CASE STUDY: Value of NGO strategic partnerships

Communication Trends

• Select consumer segments ready • Reporting does not equal communication (TRUST)• POS communication • Blogs increasing in effectiveness• Simple messages, language • Use employees as ambassadors• Integrate to brand, all company messaging



• Thought Leaders




Ratings and Rankings

• “Corporations today need to measure, understand and holistically manage their corporate reputation and leverage it as an asset. Those who do, find that ratings and rankings take care of themselves.”

(*)Robert Fronk, Senior VP, Harris Interactive


• Growing number of rankings and lists– Different methodologies– Different benchmarks and metrics– Different target audiences

Different surveys, different rankings

National Corporate Rep. Survey America's Most Admired Companies 100 Best Corporate CitizensHarris Interactive, 2006 Fortune, 2007 Corporate Responsibility Officer, 2007

1 Microsoft Corporation General Electric Green Mountain Coffee Roasters

2 Johnson & Johnson Starbucks Advanced Micro Devices

3 3M Company Toyota Motor Nike

4 Google Berkshire Hathaway Motorola

5 The Coca-Cola Company Southwest Airlines Intel

6 General Mills FedEx IBM

7 United Parcel Service (UPS) Apple Agilent Technologies

8 Sony Corporation Google The Timberland Company

9 Toyota Motor Corporation Johnson & Johnson Starbucks Coffee Company

10 The Procter & Gamble Company The Procter & Gamble Company General Mills

Intel # 16 Intel not in top 20, #5 in semiconductors Intel # 5

Company Ranking


Corporate Reputation vs. SRI

Corporate Reputation SurveysHarris Interactive/ WSJ

America’s Most Admired/ Fortune

100 best Companies to work/ Fortune

100 Best Companies for Working Wothers

Corporate Reputation Watch/Hill & Knowlton

• Based on primary research among different stakeholders.

• Surveys try to capture the reputation of a company and inform general public.

However, the relative weight of CSR (and philanthropy) in these surveys is not clear.

SRI RankingsCalvert

KLD/ Business Ethics

DJSI

Innovest

Covalence

• Rely on same public data for the most part, but each group has specific metrics

• Reach out to a very sophisticated audience: investment professionals

They apply a score to corporate philanthropy



• Thought Leaders




Expanding the thought leader list can bring new partnerships and new channels of communication

Findings

•Current thought leader list involves very high level organizations (World Bank, USAID,etc.)


Recommendations

•Develop new partnerships with global and regional NGOs

•Engage program partners and program participants as Intel ambassadors

•Prioritize thought leader relationships in terms of brand opportunity/strategic fit and program opportunity/potential partnerships

Effective communication requires targeted messaging to different audiences

Findings

•Intel is not leveraging the content related stories and impact of its programs

•Intel is not using some of the most effective channels to communicate its message


Recommendations

•Develop focused message and marketing to communicate Intel Education to thought leaders

•Diversify your communication channels

•Determine how Intel can differentiate itself in marketing to thought leaders

Assuming a role as a coalition builder in technology in education will bring greater awareness to Intel

Findings

•Intel is not leveraging its brand and network opportunities to build coalitions and partnerships with other companies and NGOs.


Recommendations

•Collaborations with other companies in the technology in education field can create win-win opportunities for Intel and others

•Collaborations with global and regional non-profits will help Intel to amplify its positive impact - increase trust

Reputation surveys do not consider education programs as an important reputation differentiator

Findings

•Technology in education doesn’t have a weight in most of the reputation surveys.

•The link between education programs and overall corporate rankings is not that strong

•There is no survey or ranking focused on measuring and evaluating different education programs


Recommendations

•Intel can lead the creation of an objective survey on technology in education through collaborations with other companies and nonprofits •Intel should continuously communicate with the rating agencies

•Intel should utilize its thought leader relationships to influence the surveys and rankings

Reputation surveys do not necessarily capture the impact of international education programs

Findings

•Most of the reputation surveys Intel is currently tracking are U.S. focused – i.e., they measure the perception of thought leaders here in U.S.

•However, 2/3 of Intel’s education programs are in developing countries

•Teacher training may not resonate with U.S. thought leaders with the same strength as other issues: e.g., AIDS, global poverty


Recommendations

•Intel should make the story of Intel Education appealing to U.S. thought leaders; •Intel should bring Intel Education’s global stories back to home.•Intel should quantify the impact of Intel Education on program countries

Integrating the Education Initiative into the overall CSR structure of Intel is important

Findings

•Intel education and the CSR department is geographically separated.

•Intel education is not utilized in its full potential for internal communication and employee volunteering.


Recommendations

•Improve the integration and communication between Intel education and CSR departments.

•Promote Intel Education in internal communication with employees all over the world

•Utilize education volunteering as an effective way to engage employees.

FINALLY, VALUE OF THE PROJECT!!!

TO THE TEAM

• Working with a great Haas team!

• Great consulting experience

• Understanding how to position CSR in a broad strategy

• Experience in managing a client’s expectations

• Hans: “Education without communication…doesn’t work.”

•Akif: “I learned that Intel had a big program in Turkey”

•Maria: “Technology in education is not throwing computers into the classroom”

TO THE COMPANY

•Fresh perspective on their strategies and programs

•Huge amount of great information – how they can make their CSR more effective

• Network of education experts who gave direct feedback

• New CSR frameworks A Power Point deck of about 100 slides.

QUESTIONS

???

Documents

STRATEGIC CSR AND CONSULTING PROJECTS Intel Education Initiative Final Presentation Akif Koca, Maria Isaac, Hans Cole May 2, 2007