The Kingdom of Morocco in North Africa is a constitutional monarchy with a population of nearly 33 million. IBM's Morocco organization, which was created in 1939, is based in Casablanca, the country's economic capital. In 2010, the CSC expanded its presence in Africa by deploying in Morocco. Locations have included Agadir and Rabat. Projects have included working with nonprofit and governmental agencies and helping a regional association develop an online marketing solution for promoting and increasing the exportation of its Argan oil products.
- CSC Morocco 1
09 October 2010 - 05 November 2010
"Morocco Team 1 consisted of eight IBMers from the US, Brazil, India, Japan, Korea and Vietnam. The team was based in Agadir, Morocco - a beautiful and friendly coastal city on the Atlantic Ocean, which is part of the Souss Massa Drâa region.
Our team supported the Regional Council (two teams) and the Near East Foundation (one team). We analyzed their business challenges and developed a comprehensive set of recommendations organized around key focus areas. With the Regional Council, one team supported its communications department and provided options for re-designing their website and developed detailed action plans for promoting tourism, investment and economic development in the region. Also with this client, another team helped the Moroccan Association of the Protected Geographical Indication of Argan Oil (AMIGHA) design an e-Commerce framework and business management system and proposed marketing solutions to promote local Argan Oil products globally. The third team worked with the Near East Foundation and developed a monitoring and evaluation system to help the organization effectively manage its programs and measure outcomes.
We partnered closely with our clients in these efforts, and we were pleased to gain their buy-in to execute our recommendations for all three projects. With continued commitment and strong execution, the plans we outlined for these organizations will enable them to meet their business goals, improve their performance and provide even greater impact.
Throughout our time in Morocco, our team formed many wonderful friendships and great life-long memories. Some of our favorite experiences included exploring Essaouira, Marrakech and other sites throughout the region, shopping in the local marketplaces (souks), riding a camel and enjoying "family dinners" and Moroccan restaurants."
- CSC Morocco 2
24 February 2012 - 24 March 2012
Morocco Team 2 consisted of 10 IBMers from the US, India, Australia, the Philippines, Taiwan, and Japan. The team was based in Rabat, the political capital of Morocco.
We were divided into four groups.
Group1 supported Ministry of General Affairs and Governance to develop a national strategy to implement "Badawi Souk Market", which will be a showcase for the products of small entrepreneurs/farmers and allow them to fully benefit from the revenues without intermediates.
Group2 supported Ministry of Agriculture to develop a business and technical strategy that includes procedures for developing and maintaining a market price dissemination system, which will provide timely and accurate agricultural price information to small farmers as it will lead to poverty alleviation.
Group3 supported ARDI foundation - a social and economic interest association whose mission is to fight against financial exclusion and promote micro enterprises especially in rural area - to conceive and develop new product offerings.
Group4 supported Moroccan Women's Mentoring and Networking (MWM) - an NGO who provides a mentoring and networking program to women in Morocco - to develop a two year strategic action plan that includes recommendations for marketing & communication and financial sustainability.
We closely collaborated with client partners, not only discussing in the office but going out for market visit and family dinner etc. After the fulfilling four weeks, each group successfully presented the recommendation which will enable clients to go forward for their socially meaningful objectives.
We also could have valuable experiences - Moroccan foods, shopping in colorful market, short trip to World Heritage sites like Marrakech and Fez. All of these were impressive but most memorable thing was that we could form new friendships with diverse group of people.
- CSC Morocco 3
06 October 2012 - 03 November 2012
The Morocco 3 team was a global team comprised of nine members - coming together from the Philippines, China, India, Ireland, the United States and Canada. The team was located in a vibrant area in the capital city of Rabat.
The nine team members were divided into three groups - each with their own client and assignment. The name of the client, and the teams involvement follows:
Rabat School of Government and Economy.
International Organization for Migration
Morocco Ministry of Agriculture
Highlights of the experience include being immersed in the community, and feeling a part of every day life. This included shopping, laundry, walks to the local medina, the celebration of Eid and of course partaking in many good dishes of Moroccan food.
CSC Morocco 4
17 May 2013 - 15 June 2013
Morocco 4 was composed of 9 participants from 9 different countries: Mexico, UK, Sweden, Brazil, United States, Czech Republic, Germany, Japan and China.
We were based on the Moroccan coast, in the city of Tangier, where the Mediterranean meets the Atlantic Ocean.
The team was divided into 3 sub-teams:
CSC Morocco 5
25 April 2014 - 24 May 2014
The Morocco 5 Team consisted of 15 global IBMers representing 10 nationalities and 5+ unique professional profiles. The team lived and worked in Casablanca, the largest port city in North Africa.
The four sub-teams worked with client partners in Casablanca and Rabat:
Team 1 - ALCS: The IBM team developed strategic recommendations to strengthen the positioning of the client, The Association in the Fight Against HIV/AIDS (ALCS), as a "center of excellence and e-health solutions provider for care, HIV/AIDS prevention and management in Morocco and across North Africa. The IBM team recommended technology solutions such as a centralized information management system capable of storing, sharing and quickly analyzing large amounts of data to achieve operational efficiency and sustainability. A centralized management system supports ALCS' ability to articulate the impact of their programs and to justify continued investments from global and regional business partners. The IBM team suggested enhanced integration of social media to broaden stakeholder engagement, public awareness and education. The IBM team also facilitated a new partnership between ALCS and OFPPT to establish a cooperative internship program for high performing students to support IT infrastructure and system administration projects at headquarters offices in Casablanca.
Team 2 - OFPPT: OFPPT asked the IBM team to build a Communications Strategy to address the negative image of vocational training in Morocco, and to make recommendations on the internal communications processes within this government organization. As the team progressed through their investigative stages, they realized there was much more to it than just using updated Communications to change the image. Problems included quality of instruction, content/curriculum not matched with market needs; goals for student population being set without enough regard to current need and marketplace reality; and no framework for gathering, analyzing, or reporting real data on student feedback. IBM's recommendations included attention to these items, a restructuring and enlargement of the Communications team, and a stronger partnership with businesses in Morocco. The impact of their recommendations would be lowering the unemployment rate in Morocco especially in the youth area (ages 18-30); increased awareness of OFPPT to young people, parents, and businesses in Morocco; and an organization that can function efficiently and get instant access to and address student data and feedback.
Team 3 - CHUIR: CHUIR is one of the five largest hospitals in Morocco. As a public hospital institution, CHUIR serves the needs of Morocco's two national medical coverage programs: 1) l'Assurance Maladie Obligatoire de base (AMO) which serves the employed and pensioners, and 2) the Régime d'Assistance Médicale (RAMED) which serves the disadvantaged. In service of these national medical programs, CHUIR has prioritized in its plans a number of projects aimed at improving the quality of its business services, including the hospital pharmacy which accounts for 30% of the CHUIR operating budget. Within this context, CHUIR and IBM Corporate Service Corp (CSC) engaged in a collaborative effort to design a road map for the implementation of a pharmaceutical distribution and information management strategy. The recommendations provided by IBM CSC center on foundational change management and implementation of Business Process Management principles into the overall pharmacy management strategy. These recommendations will allow CHUIR to move forward with a disciplined methodology as they incorporate business intelligence and business process optimizations into their IT transformation.
Team 4 - SMIT: SMIT asked the IBM team to create a performance measurement framework for inserting sustainability in their tourist projects, from conception of the projects to their realization. As part of Morocco's Vision 2020, SMIT was tasked with increasing the amount of sustainable tourism in the country by the year 2020. As the IBM team progressed through client interviews and gathering information, they discovered that there was a lack of data around their sustainable tourist projects, such as what the sustainable benefits were and how many projects succeeded. The IBM team determined that SMIT could not adequately measure their success in implementing sustainability in their products. IBM used Blue Works Live to document SMIT's current process and to make recommendations for where they should implement "sustainability controls" in order to gather the data they needed. The IBM team also recommended several human capital improvements such as succession planning and knowledge management, in addition to an overhaul of their "Schéma Directeur", a manual outlining how SMIT would implement sustainability into their tourist products by the year 2020. The impact of the IBM team's recommendations would help SMIT to enforce their sustainability goals and to track their progress against Morocco's Vision 2020.
Team Morocco 5's Community Day at OFPPT
In addition to project work, the Morocco 5 Team participated in a Community Day with OFPPT. DOT, EFE (Fondation pour l'Education pour l'Emploi) and IBM organized a half-day experience sharing with local students, ages 17-25. The team was divided into three groups, and the IBMers discussed career experiences, our cultures and background, personal experiences and what types of tools young people need today to enhance their careers. IBM worked with the students in tent sessions and workshops with smaller groups.
CSC Morocco 6
2 March 2015 - 27 March 2015
12 enthusiastic IBMers from 10 countries; Argentina, Brazil, Canada,France, India, Ireland, Japan, Mexico, Sweden and the USA teamed up in Casablanca, Morocco to work in subgroups of 3 persons. Our projects all shared one common topic: Employment:
Team 1 worked with ANAPEC, a public employment service organization that had launched a new cross channel strategy aiming to improve upon how services are delivered to their three main beneficiaries: jobseekers, entrepreneurs, and companies.
The IBM team created a strategic plan that outlines an e-learning solution to facilitate delivery of coaching services to those in remote areas.
The Centre des Jeunes Dirigeants/Center for Young Managers (CJD) is an independent movement of entrepreneurial leaders. The IBM CSC team assessed the current structure of the CJD's Entrepreneurship Academy program and worked with staff to design a five-year sustainability plan that included a 5-year strategic roadmap.
Centre Regional de Investissement, CRI, is Moroccan government institution facilitating investment and business creation in the metropolitan region of Grand Casablanca. To meet future demands CRI Grand Casablanca needed to develop a strategic plan to enhance organizational capacity across all divisions.
The IBM team suggested a new organization enabling management to develop and empower personnel, delegate responsibility and measure performance.
Injaz Al Maghrib is a volunteer-based education non-profit organization that runs programs for Moroccan youth to enhance their opportunities to join the job market as qualified employees and entrepreneurs. Injaz needed an efficient communications and information system supporting its growth.
The IBM team recommendations will ensure to achieve the following 3 goals.
- Build further trust with partner. recruit more partners and generate more donation.
- Allow INJAZ to reach more students and to deliver more quality programs.
- Increase morale and communication within INJAZ by increasing staff productivity, empowering staff to be more positive towards the change.
The Morocco6 team participated in a community day at a university on the topic of Innovation. Following guidance from the IBM Team workshops and presentations took place which were very appreciated by the students.
ESC Morocco 1
17 May - 8 June, 2012
5 team members
The transport system of the greater metropolitan area of Rabat is facing critical issues, such as population growth from (1.77 million today to an anticipated 2.7 million in 2025) which will lead to greater traffic congestion, increased urbanization, and the disparate use of technology with disintegrated, disconnected, and often manual operations.
A team of IBM experts funded by an IBM Smarter Cities Challenge grant, has provided government leaders with initial recommendations for a more effective and efficient public transport system in Rabat and nearby Sale and Temara, by 2020. The team studied the area's transportation opportunities and created a plan to address three aspects of an improved urban public transport system. The first aspect addressed in IBM's plan involves how the efforts of multiple agencies might be coordinated, particularly with the creation of a transportation authority. A second aspect addresses how the system might be made safer and more convenient and attractive for commuters. The third facet focuses on how to ensure employees remain well trained, supported, focused and motivated.
The 5 person IBM team of executives came from Denmark, the US, Argentina and India.
The Executive Service Corps delivers Smarter Cities Challenge grants to cities around the world. Learn more about this program on our website: smartercitieschallenge.org.