http://www. wired. co. uk/news/archive/2012-04/17/potential-of-smarter-cities-beyond-ibm-and-cisco
and is sponsored by Cisco, Intel and Microsoft; the companies have a long history of supporting education initiatives and believe that,
The Dynamics of Bubbles and Golden Agesâ€, IBM 2004 Annual Report Perez, C (2009) †Technological revolutions and Techno-economic Paradigms, †TOC/TUT Working paper No. 20,2009
IBM predicts that in the next couple of years, information will be doubled every 12 hours! Buckminster Fuller created
IBM Intuit Newell-Rubbermaid Nike Procter & gamble Starbucks Starwood Steelcase Target Walt Disney Whirlpool 228 %24
We want to adapt the legal framework for protecting intel -lectual property in line with the rapid pace of technical
International Youth Foundation, 2012), 8, hwww. microsoft. com/en-us/news/presskits/citizenship/docs /finalopp for action paper. pdf
Ministry of Health and Social welfare, IBM, Medicines for Malaria Venture (MMV), The swiss Agency for Development and Cooperation (SDC), Vodacom and Vodafone.
•Large companies such as Amazon, Apple, Google, Microsoft, and RIM, who develop and maintain mobile app ecosystems/platforms
Household tech names such as Google, Intel, Microsoft, Nokia and Vodafone all have a presence there,
and IBM recently chose Nairobi for its first African research lab. Nigeria is becoming known as the â€oesilicon Lagoon†with important outside investors showing interest in their local startups
the Small Business Toolkit, 143 a product of IBM and the World Bank†s International Finance
Corporation, Hewlett Packard†s Smart Technology for a Smarter Business Program, 144 Intel Learn, 145 and
Build Your Business, a collaboration between the International Youth Foundation and Microsoft Build Your Business (BYB) is an interactive entrepreneurship training course designed to
145 Intel Learn Program, www. intel. com/content/www/us/en/education/k12/intel-learn. html
146 World bank, Information and Communications for Development 2012: Maximizing Mobile, 75 147 https://squareup. com
Microsoft Youthspark is a global initiative that aims to create opportunities for 300 million youth in more than 100 countries during the next three years.
Through Youthspark, Microsoft will dedicate the majority of its cash contributions to nonprofit organizations that serve the youth population around the world.
In addition, Microsoft Youthspark will include Office 365 for education, free technology tools for all teachers and
www. microsoft. com/about/corporatecitizenship/en-us/youthspark/youthsparkhub /7 Getting there †becoming ICT-savvy
Technology companies, including Microsoft, CISCO, HP, Samsung, Apple, and Google, also offer certificates. The self-directed learner can earn some of these certificates online directly.
For example, one can take the Microsoft Digital Literacy curriculum from the Microsoft site173 or enrol at one of the thousands of civil society organizations worldwide that offer this training
173 Microsoft Digital Literacy curriculum www. microsoft. com/about/corporatecitizenship/citizenship/giving/programs/up/digitalliteracy/default. mspx
174 European Computer Driver Licence, www. ecdl. org Digital opportunities: Innovative ICT solutions for youth employment
International Youth Foundation, 2012. www. microsoft. com/en -us/news/presskits/citizenship/docs/finalopp for action paper. pdf
An increasing number of companies known for their hard-nosed approach to business†such as Google, IBM, Intel
A growing number of companies known for their hard-nosed approach to business†such as GE, Google, IBM, Intel, Johnson
Intel and IBM are both devising ways to help utilities harness digital intelligence in order to economize on
we stress the potential of collective intel -ligence as a self-sustaining, self-directed inte -grated and distributed cognitive sys
Apple, Amazon and Microsoft control the mobile market and cloud-based services platforms Apple has started a market that was en
by US companies such as IBM, Google and Ciscos, partly because of the lack of alternatives Take for example the commercial success
-essary to harness the collective intel -ligence of DSI organisations to solve large-scale European social problems
metaphor of emergent collective intel -ligence, and combines the informal na -ture of social networks with a methodo
2014, at the Mobile World Congress in Barcelona, IBM promoted its Watson Mobile Developer Challenge
IBM would choose three winning teams and provide seed funding for their businesses Building and growing a company
Microsoft controlling the mobile market and cloud-based services platforms Furthermore, the Digital economy is now mainly based on business models that aggregate,
and the leaders of social innovation have included politicians, bureaucrats, intel -lectuals, business people, as well as NGO activists.
In business, the experiences of companies such as Microsoft, Procter & Gamble, and Amazon suggests that pioneers that create markets through radical
Linux phenomenon in the same breath as Schumpeter†s (ï oe942) oversubscribed creative destruction from IBM to Microsoft to Google.
It looks at new institutional and transaction costs economics (Coase, ï oe937; Williamson, ï oe975
or CNRS are threatened by the research divisions of companies like Google, Yahoo, Microsoft †who now
security audits of the site†s servers) and Arbor networks (who provid -ed defensive hardware which helped fend off the attack) all supported
Enterprise clients include Lockheed martin, Microsoft, Livingso -cial, VMWARE and Walmart Another revenue stream is Github Jobs where employers can post job
like same important as IBM, otherwise it won†t work. †On one hand, the project is now slowly by slowly gen
or CNRS are threatened by the research divisions of companies like Google, Yahoo, Microsoft †who now
security audits of the site†s servers) and Arbor networks (who provid -ed defensive hardware which helped fend off the attack) all supported
Enterprise clients include Lockheed martin, Microsoft, Livingso -cial, VMWARE and Walmart Another revenue stream is Github Jobs where employers can post job
like same important as IBM, otherwise it won†t work. †On one hand, the project is now slowly by slowly gen
But gathering market intel -ligence can be challenging for small companies In order to identify â€oehot spots†for eco-innovation
The intel -ligent closed-loop system stores energy from the grid or when renewables are plentiful and instantaneously releases energy
sponsored by Microsoft  The Economist Intelligence Unit 2004 1 Reaping the benefits of ICT
paper, sponsored by Microsoft The Economist Intelligence Unit bears sole editorial responsibility for the content of the report.
Many large ICT companies (including Microsoft, the sponsor of this report) favour the extension of
Patrick de Smedt, chairman of Microsoft EMEA, puts â€oeleading by example†at the top of his prescriptions for
president EMEA for Sun microsystems, places great store in the concept of â€oeniche ecosystemsâ€. These ecosystems bring together research excellence and
Microsoft, seeks to answer these crucial questions Demographics Which of the following job titles describes your role best
Mcafee, Prospective Analysis on Trends in Cybercrime from 2011 to 2020,2011 Mcdonald, P.,â€oetime for Action:
development of clusters in the U s. computer industry in the 1980s led to increased innovation and industry rejuvenation.
Discovering Statistics using IBM SPSS Statistics (Vol. Fourth Edition London: Sage publication Fontes, M. 2005.
At Sybase, an enterprise software company that spun-off from the original WATCOM Corporation, with over 250 employees in its Waterloo
a recent speech at the university during his Microsoft 2005 Tour, Bill gates referred to Waterloo as †a
international reputation by attracting global firms, such as Microsoft and Google, to both recruit from the region as well as establish research branches in Waterloo region.
FR government 111 1 Hewlett-packard US computer 107 2 L'oreal FR chemicals 57 2 Univ. of California US research 90
9 Philips NL electronics 33 9 IBM US computer 37 10 Arkema FR chemicals 31 10 Univ. of Illinois US research 33
14 ASML NL semiconductor 24 14 Intel US semiconductor 27 15 Sabic Innovative Plastics NL chemicals 23 15 Freescale Semiconductor US semiconductor 27
2 STMICROELECTRONICS IT semiconductor 724 2 IBM US computer 645 3 ASML NL semiconductor 568 3 Intel US semiconductor 615
4 Philips NL electronics 506 4 Freescale Semicond. US semiconductor 540 5 Comm. Ã l'energie atom.
7 Siemens DE electronics 441 7 Texas instruments US instruments 473 8 OSRAM Opto Semicond. DE semiconductor 248 8 LAM RESEARCH Corporation US research 461
10 NXP NL semiconductor 193 10 Hewlett-packard US computer 395 11 S. O. I. Tec FR semiconductor 153 11 Motorola US telecommunication 326
15 Seiko Epson JP instruments 407 16 Tokyo Ohka Kogyo JP semiconductor 305 17 Shin-Etsu Handotai JP semiconductor 271
IBM Corp. and the CEA, commonly referred to as †Crolles 3â€. Total investments are expected
Networks (R&d), Hewlett-packard (Canada) Ltd. Alcatel Canada, Cisco, and semiconductor firms such as Freescale Semiconductor Canada, Tundra Semiconductor, and Chipworks Inc
semiconductor and computer industry, the chemical industry and the glass and cermaincs industry gained in importance at the expense of the vehicles and defence industry.
7 Thales FR defence 223 7 Intel US semiconductors 215 8 Comm. Ã l'energie atom.
10 Seiko Epson JP optical 373 11 LG Electronics KR electronics 363 12 Seminconductor Energy Lab. JP semiconductors 358
12 Fraunhofer DE research 164 12 Hewlett-packard US electronics 93 13 Comm. a l'energie atom.
22 BMW DE vehicles 121 22 Microsoft US software 60 23 Alstom FR electronics 121 23 Motorola US electronics 59
CIO Executive, IBM Tom Velema EMEIA IT Advisory Leader, EY Michael Golz CIO Americas, SAP
American CIO Executive, IBM As might be expected of a leading technology brand, IBM is engaged deeply with digital.
The company is transforming itself across the business †including HR sales and all other functions †around a set of global tools
Calegari of IBM South america: â€oewe are in the middle of this shift, but the next phase of our local transformation
at IBM, who explains that true storytelling requires a deep grasp of the core of the business and how it works,
Executive, IBM External Internal 26 Born to be digital Swanepoel has engaged sometimes external management consultants to help bring a fresh perspective on what the core of
IBM, did a bachelor†s degree in mathematics, before later adding an MBA to her qualifications.
IBM 2013 †today Spanish South America CIO Executive, IBM 2010 †2012 Latin america HR
Transformation IT Leader, IBM 2006 †2010 Spanish South America Integrated Supply Chain Leader IBM
2002 †2006 Global Logistics Americas IT Leader IBM 1999 †2002 Various leadership positions in Global
Logistics IT, IBM Latin America 1994 †1999 Various positions in Global Logistics IT IBM Argentina
1990 †1994 Bachelor in IT Universidad del Salvador Bruno Mà nard Sanofi 2011 †today
Group CIO, Sanofi 2004 †2011 Vice president Information Solutions, Sanofi -Aventis 2001 †2004 Vice president
Information Systems, Sanofi -Synthelabo 1998 †2001 Director of Resources, Sanofi Winthrop 1995 †1998
services activities with companies such as Facebook, IBM, Dell, Google, HP, Cook and others 3 In-House Call centres
Dublin), IBM (Dublin), Telefonica I+D (Spain) and Hewlett packard (US) are involved also. In a recent international peer review
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s (2008) Sharing our Future, IBM (2008) Drivers of Change, Enterprise Strategy Group (2004 Ahead of the Curve
Cisco systems, Ericsson, IBM Telefonica and HP). The TSSG€ s commercial division has created also new companies which
we stress the potential of collective intel -ligence as a self-sustaining, self-directed inte -grated and distributed cognitive sys
Apple, Amazon and Microsoft control the mobile market and cloud-based services platforms Apple has started a market that was en
by US companies such as IBM, Google and Ciscos, partly because of the lack of alternatives Take for example the commercial success
-essary to harness the collective intel -ligence of DSI organisations to solve large-scale European social problems
metaphor of emergent collective intel -ligence, and combines the informal na -ture of social networks with a methodo
Tim Dubel, Microsoft Corporation James Farrar, SAP AG Marzyeh Ghassemi, Intel Corporation Carla Hartwig, Microsoft Corporation
Genelle King Heim, Cisco systems Jonas Moberg, Extractive Industries Transparency Initiative My Luu, IBM Corporation Diana Pallais, Microsoft Corporation
Fred Tipson, Microsoft Corporation Fay Hanleybrown and Adeeb Mahmud of FSG Social Impact Advisors and Jennifer Nash of the CSR Initiative also provided
thoughtful and useful comments on various drafts of this report Rights and Permissions The material in this publication is copyrighted.
Quoting copying, and/or otherwise reproducing portions or all of this work is permissible using the following citation
Kramer, William J.,Beth Jenkins, and Robert S. Katz. 2007 The Role of the Information and Communications technology
5. 4 IBM and IFC€ s SME Toolkit 5. 5 Cisco Networking Academies†Least-Developed Country Initiative
As Microsoft has pointed out, â€oein order to realize their potential, these technologies must be part of a mix of sound government policies
perennial cash flow problems smaller firms face. 29 Other companies, such as IBM in Argentina and HP in
Technology Access initiative, Microsoft was able to construct a multi-party deal that offers entrepreneurs and small business
Intel, for example, uses more than 2, 000 small-and medium-sized suppliers in Malaysia alone. 40 Cisco has partnered with Citigroup, GE Capital Solutions, and Standard chartered Bank
•Microsoft Innovation Centers: Through 110 Innovation Centers in 60 countries, Microsoft works with local
universities, industry associations, government agencies, and NGOS to offer training, mentoring, and incubation services to help individuals
Intel, for example, has established four Platform Definition Centers in major developing world cities staffed with ethnographers, designers, engineers,
and Microsoft Corporation jointly fund telecentre. org, a network facility linking and supporting telecenters around the world. 55 There are now at
corporate leaders including Cisco, HP, IBM Intel, Microsoft, and others have created robust education initiatives designed to contribute to a steady
pipeline of potential employees and business partners BOX 4 HUMAN CAPITAL DEVELOPMENT EFFORTS IN THE ICT SECTOR
In South africa, for example, Microsoft has partnered with the forest products company Sappi to THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity 19
Intel Teach to the Future Initiative Intel Science & Engineering Fairs Microsoft Partners in Learning
Microsoft Math and Science Education Technology Training and Entrepreneurship Support Cisco Networking Academies Microsoft Innovation Centers
Intel Higher education Program Intel Emerging Markets Development Group IBM-IFC SME Toolkit EO ICT GREY:
Layout 1 14/3/08 15:13 Page 19 train community members in Kwa-Dukuza. 75%of the program†s graduates go on to further education or
employment, mostly with Sappi. 56 3. 3 Building Institutional Capacity ICTS fundamentally create institutional capabilities.
Within companies, government agencies, and civil society organizations alike, they help â€oereorganize and speed up administrative procedures,
increase the volume and speed of information †and permit greater collaboration and sharing of experience. †57 These functions are
critical in the context of expanding opportunity because â€oethere is increasing evidence that a dense and complex
5. 4 IBM AND IFC€ S SME TOOLKIT 35 5. 5 CISCO NETWORKING ACADEMIES€ LEAST-DEVELOPED COUNTRY INITIATIVE 37
and industry associations, Microsoft is helping to catalyze the growth of local software economies through a network of 110 Innovation Centers in 60 countries †helping individuals and entrepreneurs
Drivers Microsoft sells platform technologies †the Windows operating system, the Office suite, MSN, and others. Its
Microsoft occupies a unique position in its partner ecosystem. On the one hand, its continued growth and success depend on the willingness of these
On the other hand, while Microsoft is highly dependent upon its partner ecosystem, it also plays an important enabling role within it.
Working with Microsoft technologies partners generate revenues, skills, jobs, and new business opportunities, all of which remain
For every dollar Microsoft generates, its partners generate $9-18, depending on the country. 70 In this context, Microsoft maintains
and strengthens its strategic advantage by driving the evolution of its partner ecosystem in ways that benefit it and the entire system at the same time †as business strategist Jim Moore put
As a producer of platform technologies, Microsoft has a vested interest in the development and success of all
lay the foundations for longer-term success. In contrast with other Microsoft programs targeting individuals and
Microsoft subsidiaries build their own LSE strategies based on their particular contexts and needs Microsoft Innovation Centers (MICS) are becoming increasingly common features of subsidiaries†LSE strategies
These centers â€oeconnect people and organizations in the innovation ecosystem and give them access to
Microsoft then equips the facilities and runs their activities, usually in partnership with business or computer science professors who can ensure
utilities and Microsoft pays for everything â€oefrom the walls in. †Often Microsoft will obtain hardware donations from
other large firms, such as Dell or Hewlett-packard, and sometimes international donors, such as the US Agency
MIC staff usually include Microsoft employees responsible for management and program development, along with student interns or other employees †which Microsoft can co-fund †responsible for administrative support
However, Microsoft†s local subsidiaries make staffing decisions according to their own opportunities and needs and so configurations vary
Microsoft Innovation Centers (MICS) help extend the edges of an already inclusive business model by developing
At the corporate level, Microsoft packages a wide range of activities in three areas †jobs enablement, innovation,
exist, but Microsoft has little on-the-ground presence †so the company has organized developers into
they receive mentoring from Microsoft employees at headquarters and some of the larger subsidiaries 70%of the MICS are in emerging market countries.
and then post their resumes to business jobs portals where Microsoft partners pay to access them.
users don†t have to be Microsoft developers It is important to emphasize that, even in emerging market countries such as Nigeria, South africa, and Rwanda
Other Microsoft initiatives, such as the 29,000 center-strong Community Technology Skills Program, provide basic computer literacy training to individuals and communities as part of a longer-term strategy to broaden
its network of Microsoft Technology Centers (MTCS), which will help take them the rest of the way.
generate direct revenues for Microsoft Results There are currently 110 Microsoft Innovation Centers in 60 countries worldwide. 75 The company aims to open an
additional 200 centers in 25 more countries by 2009 Microsoft measures its success with the MICS according to a number of metrics,
including government perceptions; numbers of users and the activities they engage in; whether they get jobs or start their own
Microsoft generally considers its work done and does not track that person further Alternatively, if a user starts his or her own business,
Microsoft moves that person as quickly as possible to the Enterprise Partner Program, which grows them from there.
Microsoft is creating market opportunity catalyzing â€oevirtuous cycles†in which ecitizens and egovernments interact to drive
Microsoft can Provide for Microsoft, egovernment is a sizeable business, and one the company would like to
Microsoft has turned this classic â€oechicken and egg†scenario into a business opportunity through an operating
In addition to Microsoft itself â€oetypical†partners include government agencies, financial institutions, independent software vendors, hardware providers, and Internet service providers.
leadership are perhaps the most valuable contributions that Microsoft makes. 77 Each PTA deal must meet three criteria
Microsoft believes this makes them more sustainable, such that the â€oevirtuous circle†they create can continue even after Microsoft has exited from a
formal role. For Microsoft, the â€oewin†is the ability to tap new markets. For governments, it is the ability to provide
public services more efficiently and effectively, hopefully translating into political gains. Nongovernmental organizations typically have based mission incentives to participate.
including within Microsoft, PTAS aim to place PCS into homes and small businesses. By the same token,
To secure financing for them, Microsoft has worked with public and private partners on a number of options to reduce risk, such as payment by payroll
Microsoft invests in computer literacy and training, which are provided through an 33the ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
Results PTA deals do not follow a typical Microsoft sales cycle; according to Pallais, they take a lot of time and a lot of
For Microsoft, the number one indicator of success for the Partnerships for Technology Access †as for the
By June 30, 2007, Microsoft had sold 500,000 PCS with genuine Windows operating systems through PTAS worldwide. 80 Microsoft expects to approach one million PC sales in fiscal year
2008 alone. PTAS are measured also according to conventional business metrics such as return on investment ROI) and revenues.
Even more important, Microsoft tries to ascertain whether each PTA succeeds in catalyzing the kind of â€oevirtuous
All else constant, Microsoft has found that the success of a PTA in catalyzing â€oevirtuous circles†of egovernment
adjustments in standard operations. 81 Microsoft bears an often disproportionate share of the difference, including
Through the SME Toolkit, IFC and IBM are helping to address critical barriers facing key players in their business strategies
In 2006 IBM and the IFC signed a formal agreement to co-develop the website.
IBM re-engineered the toolkit with innovative technology that made the platform more flexible and stable.
IBM is also contributing its marketing expertise to enhance the impact of the toolkit launches.
IBM has a comprehensive strategy for the SME marketplace encompassing specially designed offerings, Business Partner programs, financing options,
for IBM to engage the SME marketplace at large and develop potential future customers via IBMERS€ core values of
Building upon initial investment by IFC, IBM has invested nearly $2 million in rebuilding the SME Toolkit
IFC and IBM aim to launch the Toolkit in additional countries and increase usage steadily over time.
Founded in 1972 by a number of ex-IBM employees, SAP AG has become the world†s largest business software
enabling companies such as Cisco, Intel, Google, Microsoft, and Visa to help shape policy environments that strengthen the
The second is a 12-member Steering committee chaired by Craig Barrett, Chairman of Intel, which
including Cisco, Intel, and Talal Abu-Ghazaleh International GAID serve as a platform, a â€oenetwork of networks, †with no financial or operational role in on-the-ground projects
Intel), enhancing and scaling the telecenter movement (led by Microsoft, the International Development Research center, and The swiss Agency for Development and Cooperation),
and Expanding Financial services to the Un-Banked (Intel Corporation, Visa Microsoft, WRI, CGAP, Grameen Foundation, Mercy Corps
Expanding Financial services to the Un-Banked is one of the primary company-driven Coes to be established in
Intel, Visa, Microsoft, and their civil society partners are addressing this barrier through an initial two-year
6. Microsoft. n d. Developing Knowledge Economies: A Microsoft Perspective on †ICT for Development. â€
7. Hammond et al 2007, p. 3. This figure is in current US dollars. In purchasing power parity terms,
Tipson, Frederick, Senior Policy Counsel, Microsoft Corporation. 2007 Personal communication (telephone interview), July 2 28. For more on the Grameen Phone model, see Sullivan, Nicholas. 2007.
Microsoft. 2007b. Microsoft†s Public-Private Partnerships Empower Underserved People Around the World. Press release dated March 20
http://www. microsoft. com/presspass/features/2007/mar07/03 -20glfamericas. mspx (accessed May 15, 2007 38.
Ghassemi, Marzyeh, Intel Corporation. 2007. Personal communication telephone interview), August 13, 2007 44. Beshouri, Christopher P. 2006. â€oea Grassroots Approach to Emerging
IBM Corporation (IBM. 2006. Expanding the Innovation Horizon: The Global CEO Study 2006. Somers, NY:
IBM http://www. ibm. com/ibm/ideasfromibm/us/enterprise/mar27/ceo study. ht ml (September 15, 2007.
Page 12 53. IBM 2006, p. 21 54. Principal Voices. 2005. Business Innovation †Changing Companies for a
Changing World. Time, Fortune, CNN, and Shell http://www. principalvoices. com/business. html (accessed September 17
Microsoft. n d. Community Opportunity: A Digital Village in South africa is making a difference for local residents and area schools.
Microsoft 57. Mcnamara, Kerry S. 2003. Information and Communication Technologies Poverty and Development: Learning from Experience.
IBM 2006, p. 23 64. IBM 2006, p. 23 65. Wishart 2006, p. 24 66.
Hughes, Nick, and Susan Lonie. 2007. â€oem-PESA: Mobile Money for the †Unbankedâ€: Turning Cellphones into 24-Hour Tellers in Kenya. â€
Affairs, Microsoft Corporation. 2007. Personal communication (telephone interview), August 3 71. Moore 1996, p. 12 72.
Microsoft. n d. Local software economy case study: Microsoft Innovation Centers. http://download. microsoft. com/download/6/9/f/69f8c76b-198e
-4114-9c12-f0b13e4d7e4e/innovation center. pdf (accessed May 15 2007). ) Page 1 73. Microsoft. 2007c. Microsoft Unlimited Potential:
Enabling Sustained Social and Economic Opportunity for The next Five Billion People. Company White Paper. Page 6
EO ICT GREY: Layout 1 14/3/08 15:13 Page 45 THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
74. Harting, Carla, Microsoft Innovation Centers, Microsoft Corporation. 2007 Personal communication (telephone interview), August 10 75. Microsoft. 2007a.
Microsoft Announces Commitment to Promote Sustained Social and Economic Opportunity for The next 5 Billion People.
Press release, April 19 http://www. microsoft. com/presspass/press/2007/apr07/04 -19uplaunchpr. mspx? pf=true (accessed May 15, 2007
76. Pallais, Diana, Managing director, Partnerships for Technology Access Microsoft Corporation. 2007. Personal communication (telephone interview), August 21
77. Ibid 78. Microsoft 2007b 79. Pallais 2007 80. Microsoft 2007b 81. Pallais 2007 82.
Singh, Karamjit. 2006. â€oesmes Going Global: Need for SME strategic partnerships. †The Edge Financial Daily, December 18.
Data from AMI Partners Research 83. International finance corporation (IFC. n d. SME Toolkit http://www. smetoolkit. org (accessed September 27, 2007
84. ICICI Bank. 2007. ICICI Bank, IFC and IBM launch SME Toolkit in India Press release dated August 7
85. IFC. 2007. IBM and IFC Launch a Small Business Toolkit to Create Jobs and Fuel Growth in Underserved and Emerging Markets.
Press release dated July 26 http://www. smetoolkit. org/smetoolkit/en/content/en/1189/IBM-and-IFC
-Launch-a-Small-Business-Toolkit-to-Create-Jobs-and-Fuel-Growth-in -Underserved-and-Emerging-Markets (accessed September 27, 2007
IBM goes for growth Economist Intelligence Unit, Country Monitor, August 7 Extractive Industries Transparency Initiative (EITI.
IBM Corporation (IBM. 2006. Expanding the Innovation Horizon: The Global CEO Study 2006. Somers, NY:
IBM http://www. ibm. com/ibm/ideasfromibm/us/enterprise/mar27/ceo study. ht ml (September 15, 2007
ICICI Bank. 2007. ICICI Bank, IFC and IBM launch SME Toolkit in India. Press release dated August 7
Indian Business Insight. 2007. â€oereliance Communications, Cisco launch services for SMES (at Rs1, 200-10,000 per month on a pay-peruse
IBM and IFC Launch a Small Business Toolkit to Create Jobs and Fuel Growth in Underserved and
http://www. smetoolkit. org/smetoolkit/en/content/en/1189/IBM-and-IFC -Launch-a-Small-Business-Toolkit-to-Create-Jobs-and-Fuel-Growth-in
Le Gras, Gilbert. 2006. â€oeworld Bank, IBM draft Web tipsheet for small firms. †Reuters News, September 27
Microsoft. 2007a. Microsoft Announces Commitment to Promote Sustained Social and Economic Opportunity for The next 5 Billion People.
Press release, April 19 http://www. microsoft. com/presspass/press/2007/apr07/04 -19uplaunchpr. mspx? pf=true (accessed May 15, 2007
2007b. Microsoft†s Public-Private Partnerships Empower Underserved People Around the World. Press release dated March 20
http://www. microsoft. com/presspass/features/2007/mar07/03 -20glfamericas. mspx (accessed May 15, 2007 2007c.
Microsoft Unlimited Potential: Enabling Sustained Social and Economic Opportunity for The next Five Billion People. Company White
A Microsoft Perspective on †ICT for Development. †n d. Local software economy case study: Microsoft Innovation Centers
http://download. microsoft. com/download/6/9/f/69f8c76b-198e-4114 -9c12-f0b13e4d7e4e/innovation center. pdf (accessed May 15, 2007
Mobileactive. org. n d. Mobileactive. org: A Resource for Activists using Mobile Technology Worldwide. http://www. mobileactive. org (accessed September
Tipson, Frederick, Senior Policy Counsel, Microsoft Corporation. 2007. Personal communication (telephone interview), July 2 United nations Development Programme (UNDP.
IBM expands footprints in India for more SMB clients. Xinhua News agency, September 6 EO ICT GREY:
Systems, Inc.,Inbev, Intercontinental Hotels Group, Microsoft Corporation, Pfizer, Shell Exploration and Production, and the United nations
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