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Case Study
Landi Renzo Case Study: Making Learning a Strategic Asset 
Landi Renzo Group, S.p.A. (Landi Renzo) serves more than 30% of the market for LPG and CNG alternative automotive fuel systems and components. In 2009, the company implemented a new strategic plan, and the president and CEO of the company determined that education could be a key driver for the Landi Renzo's strategic development. The challenge for the existing corporate university was to create learning that addressed the company's strategic needs and create a culture where everyone in the company understood the value of that learning in reaching their individual goals and those of the company ... Read More »
Case Study
Tata Consultancy Services (TCS) Case Study: Using Technology to Accelerate Information Flow
Tata Consultancy Services (TCS) is a leading player in the IT services and consulting space, with 180,000 employees worldwide. The business involves developing, supporting and maintaining software applications from multiple centers across the globe with geographically distributed teams. Being in a knowledge intensive industry, employees need to be at the cutting edge of technology and business to be effective in delivering results that will enable the company to continue to grow. The size and spread of the organization, the extremely demanding and dynamic nature of business, and increasing statutory and compliance requirements pose multiple challenges to meeting the learning ... Read More »
Case Study
Quintiles Case Study: L&D Drives Business Success
Quintiles is a fully integrated biopharmaceutical services company offering clinical, commercial, consulting and capital solutions worldwide. The company has a network of more than 23,000 engaged professionals in 60 countries. In 2005, after a period of rapid growth, the company was having trouble growing revenues, and realized that one of the reasons was high turnover, particularly among new hires. The company was devoting a lot of time and money to hiring people to replace the people that were leaving, and it was keeping it from moving forward.
The Global Learning and Development group at Quintiles conducted an employee engagement ... Read More »
Commentary
Things That Worked for P&G’s R&D University: Selecting What to Teach
Corporate Universities are a proven way to provide education and training within organizations. The Research and Development (R&D) organization within P&G created its corporate university, R&D University (RDU), in 2003. Over time, RDU has developed into a dynamic contributor to the business of the R&D organization and within a just a few years was considered to be a fundamental part of the R&D culture. Edward Klein, Emeritus Professor of Psychology and Psychiatry at the University of Cincinnati and a faculty member of the Cincinnati Psychoanalytic Institute, and Lisa Owens, Dean of Learning Sciences at Procter ... Read More »
Tool
Five Levels of Learning Alignment
This document describes the requirements, roles, and related documents for each of the five levels of learning alignment:
Enterprise
Business Unit
Function
Region
Individual
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Commentary
Lessons from Private Equity: Creating Business Value Through Learning and Development
The 2012 US presidential race has focused public attention on private equity (PE) firms. More specifically, media outlets have directed attention on the buyout side of PE, which buys mature companies that have encountered some challenges, fixes them up so that they are profitable, and then sells its interest to another buyer all usually within a fixed period of time (usually between 5-10 years). A lot of ink has been spilled by pundits and politicians about whether PE firms create jobs, though the truth of the matter, according to a recent NBER report from September 2011, offers a measured answer ... Read More »
Research Brief
Analyst Inquiry: Thinking Through a Localization Strategy on Required Courses
Cultural differences manifest themselves in a variety of ways — communication, negotiation, decision-making, teaching and learning, among others. Multinational companies have been addressing these differences through localizing content, which is to say finding ways to approximate the concept in local terms. Over the past few years, localization has felt the burden of great recession budget cuts. As organizations emerge from these tight budgets, many of the plans that had been tabled now require a fresh look and a business case to justify action.
In a recent analyst inquiry, a global energy organization asked about best practices with respect to how different ... Read More »
Presentation
CorpU Webinar Jiffy Lube University’s Strategies to Support Profitable Growth
The Manager of Learning and Development led and leads this effort. By working closely with Jiffy Lube International, the Jiffy Lube Association of Franchisees, and the company’s senior leadership, the Manager of L&D is able to identify how JLU can meet each of their unique business needs and align JLU’s strategies to support them.
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Commentary
Future Proofing with Shell at Online Educa
"Preparing Together for the Future of Online Learning" | Online Educa Conference | Berlin, November 30, 2011.
"He who controls the present, controls the past. He who controls the past, controls the future." George Orwell, 1984
December is a magical month for many reasons, but one that tends to stick out is the annual tradition of prophesying the future: fantastic declarations of flying cars, personal jetpacks, the death of the LMS, and other evidence from the intersection of wish fulfillment and magical thinking. Considering the future, however, should not require mastery of a ouija board, particularly if the reason for prognosis is ... Read More »
Commentary
Things That Worked for P&G’s R&D University: Using One-on-One Coaching to Train Line Leaders to Teach
Some companies use external trainers or facilitators, rather than line managers, as trainers. Some argue that line managers do not have the skills to train professionally or effectively. To improve their facilitation skills, line managers may be sent to trainer training classes, or might attend a trainer certification program to be licensed to conduct an off-the-shelf training program. Such trainer training takes time. Some argue that the managers are too busy with “real” work; they have no time to spend for trainer training. Further, training departments often shy away from scheduling line managers as trainers because of frequent, last-minute cancellations ... Read More »
Commentary
Things That Worked for P&G’s R&D University: Create a Learning Environment
The staff at P&G’s Research & Development University (RDU) is dedicated to maximizing and accelerating learning. Staff does this in two ways. First, they assure that the learning environment is distraction-free. Second, they address foundational levels of Maslow’s hierarchy of needs (see Figure 1).
Minimizing Distractions
To minimize distractions from noise, RDU staff makes the normal request to ‘please turn off your mobile phone’ — participants and trainers alike. The RDU staff goes even further. Latches on conference room doors are taped down to reduce noise when people enter or exit during class time. The rooms on either side ... Read More »
Commentary
Things That Worked for P&G’s R&D University: Provide Time and Space to Connect and Think
P&G’s R&D corporate university (RDU) is particularly crucial to the organization in this era of accelerating change and the need for speed to succeed. RDU carves out time and space for the R&D people to connect with one another and for their personal development. Historically, the need to connect goes back some thirty years. The 1980s were marked by a sense that individualism had trumped community. Putnam’s research (2001) showed that participation in voluntary associations declined greatly during the 1980s and 1990s. Putnam’s groundbreaking article, “Bowling Alone”, indicated the withdrawal of many Americans from ... Read More »
