9 Steps To A Corporate University

9 Steps to a Corporate 9 Steps to a Corporate UniversityUniversity

Presented by Kevin WheelerPresented by Kevin WheelerSan Francisco, CaliforniaSan Francisco, California

October 11, 2004October 11, 2004

Launching a 21st Century Learning OrganizationLaunching a 21st Century Learning Organization

© 2004, Global Learning Resources, Inc.

Our AgendaOur Agenda Drivers of CUs Definition of CU Nine Essential Steps in Building a

CU



Today’s Talent IssuesToday’s Talent Issues Changing Workforce

Gen X, Gen Y, Millenniums Free agency

Demographics Smaller, older workforce in the western

world Large, young Asian workforce

Skilled Worker Shortages Declining college enrollments Shift to service economy


Today’s 2-Tiered Business Today’s 2-Tiered Business NeedsNeeds

Tier One Narrowly skilled technical workers

Range from network administrators to programmers, from accountants to engineers

Tier Two Broadly skilled leaders, managers, planners,

researchers With foresight, critical thinking, global

perspectives, ethical understanding, independence


Why Corporate Universities?Why Corporate Universities? To address two major issues all

organizations are facing. . .

Business Issues•Competitive Pressures•e-Commerce•Changing Consumers

Talent Issues•Changing workforce•Demographics•Skilled Worker Shortage


Today’s Corporate EducationToday’s Corporate Education

Almost all focus on tier one. Personal Mastery

Little effort spent on Tier Two. Systems thinking Mental models Shared vision Team learning


The Learning Organization The Learning Organization ContinuumContinuum

Focus on filling gapsin employee’s current jobroles or on specific projects

Focus on developingemployees’ skills andcapabilities against a best-in-class model through formaland informal training.

Focus on integrating allcomponents that affect humanperformance.

TacticalLearning

IntegratedLearning

StrategicLearning

Source: Deloitte Research: From e-Learning to Enterprise Learning


The Learning Organization The Learning Organization ContinuumContinuum

Focus on filling gapsin employee’s current jobroles or on specific projects

TacticalLearning

Focus on developingemployees’ skills andcapabilities against a best-in-class model through formaland informal training.

IntegratedLearning

Focus on integrating allcomponents that affect humanperformance.

StrategicLearning

Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning

Training ManagementDevelopment

CorporateUniversity


Too many disparate, confusing, overlapping functions.

The bigger the organization, the bigger the confusion.


Traditional Training

Characterized by:• Classes

• Instructors• Focus on personal development• Focus on solving problems within

content of a course.

Team LearningCharacterized by:• Focus on group

• dynamics.

Organizational Development

Characterized by:• Understanding of systems and

people in systems.• Focus on change and innovation

• Internal business consulting.

KnowledgeManagement

Characterized by:• Databases containing information

about what has been successfully or unsuccessfully

done.

Academic ValuesCharacterized by:• Focus on theory

• Invention and Discovery• R&D

• Future.

Career DevelopmentCharacterized by:

• Focus on long termpersonal growth• Employability

Talent Acquisition•Focus on hiring the best

people internally orexternally.

SuccessionPlanning

Finding those whowill move up andreplace others.


CEO’s see this. . .


OrgDvlp

Traditionalcorporatetraining

AcademicEducation

Executive education

Recruiting

CareerDevelopment

Successionplanning

Orientation

KnowledgeManagement

TeamBldg

Retention

Current State of Corporate Human Capital Acquisition & Development


Consolidation is NeededConsolidation is Needed

These disparate pieces need to be merged, coordinated, rationalized.


KnowledgeManagement

OrgDvlp

Traditionalcorporatetraining

AcademicEducation

Executive education

Recruiting

CareerDevelopment

Successionplanning

Orientation

TeamBldg

Retention

Emerging State of Corporate Human Capital Acquisition & Development


In SummaryIn Summary Always have the right talent available

for any given need at the lowest cost. Ensure than knowledge is widely

distributed, added to regularly and free. Enable everyone to contribute at the

highest level they can and want to. Provide developmental opportunities

continuously. Build systemic harmony and synergy.

Getting StartedGetting Started


Set a DirectionSet a Direction Be somewhat Machiavellian

Requires senior management involvement

Must be Top-down Focused Committed



Create a VisionCreate a Vision Develop 3-4 short term goals that

are: highly visible Easy to roll out

Develop internal marketing and communication campaign.

Build a business case.


Nine Steps to Creation Nine Steps to Creation

PerformanceAnalysis &

Development

GovernanceOperating

Principles, Scope,Stakeholders

Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics

What are we doing & why?Planning and Decision Making

OrganizationReportingRelationships

Who tells us what to do?

What kind of people work in the CU? What skills are needed?

Who pays for the CU? How are curricula funded? What our budget?

What curriculum and coursesare we offering? How are wedelivering them?

How do we communicateWhat we are doing and why we are doing it?How do we celebrate success?

What does the organization really believe in? What guides us? Who benefits?

How do we measure our success?


Determine the Operating Determine the Operating PrinciplesPrinciples

What fundamental assumptions are made about development and about people in your organization?

What are the core philosophies/values you operate under?


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


Define the ScopeDefine the Scope

Who receives the outputs/benefits of the university?

Which employees are primary recipients of the training and development activities?

What type of programs are offered?


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


ScopeScope Broad and

expensive Large budgets

and staffs Can be leveraged

through senior management

Personal Quick response to

immediate needs Focused Lacks corporate

focusEveryone/Global Individual/Local



What is a Stakeholder?What is a Stakeholder? Anyone who benefits from or has

an interest in what you do. Some typical stakeholders include

owners, presidents, CEOs, VPs, managers, candidates, and other employees.


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


Who Are Your Stakeholders?Who Are Your Stakeholders? Usually four major types

Customers Employees Management Vendors

Each of these can be broken into smaller segments.



Planning is KeyPlanning is Key Single most cited reason for

corporate university failure: Lack of political support

Second most cited: Not responsive to customers’ needs

Third: Too much overhead and

administrative burden



Set Strategic DirectionSet Strategic Direction

There are several strategic orientations found in universities with a corporate-wide charter:

Skills and Competency Development Qualification

External Customer Focus Relationship

Change Management Focus Change

Strategic Business Issue Focus Accomplishment

Research Academic Performance

Analysis &Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


Skills and Development Skills and Development FocusFocus Focus on individuals:

Skill building Succession planning Ensuring that there is a competent &

highly skilled workforce


Strategic Business FocusStrategic Business Focus Focus on business initiatives:

Driving major initiatives quality globalization empowerment

Providing skills Business development


GE’s StrategyGE’s Strategy GE's current social architecture began

to form in the early '80s when we became convinced that the only way a company like ours could move quickly and successfully through times of radical change was to use every mind in the Company and to involve everyone in the game ...”


A typical initiative — Product Services, say, or Six Sigma Quality — is launched with passionate intensity. .


GE’s Management GE’s Management Development InstituteDevelopment Institute Crotonville is the place where Jack

Welch can drive business initiatives through the management team.

Not designed for individual skill building or customer development.

Focus is on driving business initiatives and change.


ImplementationImplementation

“. . .every Business Management Course class at our Management Development Institute — 50 to 60 of our highest potential leaders — reports back on its three-week experience in the field on the best practices they found from other companies around the world .”

-1999 Annual Report


Business Initiative ExamplesBusiness Initiative Examples

“This year, for example, the first full day was on e-Business. Day 2 covered new thinking in Globalisation, Six Sigma and Product Services.”

-1999 Annual Report


GE Ties Development to GE Ties Development to PlanningPlanning Fourth Quarter

As one cycle ends, another begins. Budgets, personnel and business plans are finalized for the coming year. Continued review and analysis ensures that the right people are in the right jobs for long-term success.

October: Corporate Officers Meeting (150 Officers) Next-Year Operating Plan Focus Role Models Present Initiative Successes Executive Development Course (EDC) Recommendations All Business Dialogue: What Have We Learned?

-From GE 2003 Annual Report


Change Management FocusChange Management Focus Focus on change & growth:

Driving change or transformation Providing change management skills Organizational learning Consulting


Case Example: National Case Example: National Semiconductor UniversitySemiconductor University A federation of groups &

departments working collaboratively to align training & employee development activities at National worldwide.


PurposesPurposes To help achieve corporate business

goals by implementing change practices (Leading Change).

To link education, training and development of our human resources to specific business goals.

To identify, share and disseminate best practices.


Some FactsSome Facts Staff of 50+ worldwide in account

management and organizational development positions.

Ran series of successful Leading Change programs for all employees.

Was a focal point for discussion, collaboration, and management development.


LeadershipLeadership

CEO and Executive team council gave oversight.

Strategic direction came from council and Director.

Employees thought if it as a place for learning, change and growth.


External Customer FocusExternal Customer Focus

Focus on customers: Building customer & supplier

relationships Integrating customer feedback and

input into corporate planning Fostering partnerships


Academic FocusAcademic Focus Focus on research & discovering

basic rules that govern action. Investigation into areas with

possible implications for corporate success: Creativity/Innovation Technical leadership



Find an Appropriate StructureFind an Appropriate Structure

Where does it report? Centralized or decentralized? Federal model? Networks & Loose Alliances Relationship to business units?


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


Form follows FunctionForm follows Function

Structure should reflect the strategic orientation

Centralized

Federal & NetworksDecentralized


Structural SpectrumStructural Spectrum Decision making

is easy Large budgets

and staffs Excellent in times

of turmoil and stress

Close to customer Quick response to

immediate needs Can be leaner Lacks corporate

focus

Centralized Decentralized



Create a Governance Create a Governance StructureStructure Who makes the key decisions? Who decides what gets done? Where do budget decisions get

made?


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


CEO-Directed Customer Driven

Governance SpectrumGovernance Spectrum

CEO makes all decisionsLittle to no input from organizationMay not meet enterprise needs

Customers drive all curriculaMay not reflect internal needs or meet CEOs needs


Direction & ControlDirection & Control

May range from CEO-led boards of directors with staff and functional representation to simple internal market mechanisms

May report to CEO or to Vice President of Human Resources


Possible Advisory BoardsPossible Advisory Boards

Types Customer/Stakeholder Curriculum Financial

Purpose Content input Satisfaction Needs identification



Know Your Source of FundingKnow Your Source of Funding

For profit or not-for-profit? Paid for by corporate allocation or

by charging business units? Open to non-employees or not? Hybrid model with partial costs

paid by corporate


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


The Funding SpectrumThe Funding Spectrum

CORPORATE-FUNDED FOR PROFIT

No excuse not to attendHigh controlConsistent messagesQuality ControlMessages “corporate”

Must market & sellMessage is customPricing is competitiveQuality may vary



TrendsTrends

Move toward partial cost recovery expectation

More cost-consciousness Marketing & selling are part of doing

business More focus on “pull” than on “push” in

marketing


Get the Right Staff & SkillsGet the Right Staff & Skills

Who delivers the programs? How are they delivered?

Are the university staff mostly internal or external?

Are university staff experts in instructional design and presentation?

What skills define the corporate university staffer?


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


The Skills/Staffing SpectrumThe Skills/Staffing Spectrum

IT Skills/ Training Expert Line Manager

Skills Model-Staff has degrees in instructional design-Recognized as “experts” in delivery-Content from SMEs

-Staff is mostly from line-Emphasis on practicality-A few experts act as coaches


TrendsTrends

Movement to using external vendors More partnering & networking Sharing of resources Internal staff is minimal & differently

skilled Leverage line management and internal

skilled experts


Internal Staff CompetenciesInternal Staff Competencies

Project management Influencing & selling Business acumen / experience Consulting


Make or Buy?Make or Buy? Many classes are better purchased

from outside consultants and vendors. These include skill-oriented programs Anything involving routine processes

or procedures Classes with high content/low need

for interactivity/low proprietary need



ModelsModels Apprenticeship Communities of Practice Communities of Interest Reinvention of “craft” Collaborative education and

knowledge sharing Skills building via e-learning, etc. . .


Develop Appropriate Develop Appropriate CurriculaCurricula Focus on business needs and align

to strategic direction. Use technology. Focus on learning and getting

results, not on pedagogy.


Market the CU WiselyMarket the CU Wisely Develop a business plan for the

university. Remember that you are a business. Look like you know the business world.

Show deliverables quickly! Your methods do not need to be perfect but you need to show that you have made improvements in the organization.


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics


Never forget the work of building relationships with your client base (senior management)



MetricsMetrics Determine with the governance

team what will constitute success BEFORE launching.

Develop tools to capture the data you need.


Development

GovernanceOperating


Structure

StrategicDirection

Funding

Staffing &Skills

Marketing

Metrics



A Final Few QuestionsA Final Few Questions

Is your company strategically ready for a CU?

Does it understand what a CU can do in terms of building profitability?

Are YOU ready to implement?


Best Practices Among Best Practices Among Leading Corporate Leading Corporate UniversitiesUniversities

Strategies Strong commitment by senior management is

success factor. Deliberately involve business units in all

aspects of the learning process: The business strategy drives the structure of the corporate university.

Learning systems extend beyond the concept of a CU to fit the mission, values and culture of the organization.

Source: American Productivity & Quality Center


Best PracticesBest Practices Technology Uses

Leading CUs do not simply take existing courses and place them online or into e-learning.

Business needs drive automation in leading CUs.

Leading CUs are pioneers in the use of technology.



Best PracticesBest Practices Learning and Structure

Not all learning is “delivered”. Integration and dissemination of tacit

knowledge is critical. Knowledge (data) management may be as

large a function as “teaching”. Move from cost to profit centers Move toward granting certificates and

degrees



The Agora of The Agora of LearningLearning

Where people, ideas, data, market trends all converge; where people talk and think and plan, where future skills

are forged.

Global Learning Resources, Inc.Global Learning Resources, Inc.Kevin WheelerKevin Wheeler510-659-0179510-659-0179

www.glresources.comwww.glresources.comkwheeler@[email protected]

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