Capability Planning 
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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 »
Research Brief
The Business Case for Creating a Corporate University
This paper sets forth the business case for creating a corporate university, based on the premise that corporate universities are the current best practice for systematically building human capital – a key capability for adaptive, innovative, knowledge-based organizations. The term “corporate university” is most prevalent in the United States, Western Europe and Japan, but whether it is called an academy, institute, or center for excellence, the feature that distinguishes it remains the same: the alignment of key learning programs so they actively support the strategic interests of the business.
Corporate universities offer a curriculum designed to support major change initiatives, serve to align staff development with business goals and improve the ROI associated with training investments. Corporate universities help create the conditions for strategic agility and innovation in a knowledge economy. Successful corporate universities have executive support and oversight to assure corporate goals and training align; appropriate technologies to assure and measure transfer and retention of knowledge and skills; and a well documented organizational plan for execution. Companies with efficient and effective corporate universities show measurable improvements to the bottom line in shareholder return, productivity, and customer satisfaction. Read More »
Research Brief
Learn Faster: A Case for Preparing for a Faster Rate of Change in Business, Knowledge, and Know-How
The current approach to corporate learning is about to be swamped under a tsunami of business change. It’s time for Learning and Talent Management teams to overhaul their corporate learning strategies. Or, if they’ve been focused on delivering programs and managing training operations, they need to develop one for the first time.? It all begins as leaders increasingly hear about the marketplace conditions and challenges of volatility, uncertainty, complexity, and ambiguity. This paper is a case for preparing — on the basis of reasoned faith — for a faster rate of change in business, knowledge, and know-how. Corporate learning teams must begin to understand the dimensions of tough challenges that are confronting leaders and their workforces. They also must understand why these new challenges require new learning skills, new learning methods, and new approaches for prioritizing the learning function’s time, attention, and resources. In essence, it is time for learning and talent management teams to overhaul their strategies.
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Presentation
Q&A Session with Accenture: Talent Development at Scale: Building Market Relevant Skills at Accenture
Accenture’s Capability Development organization is committed to building market relevant skills that lead to business success and growth for each of our 220,000+ employees. This follow-up podcast weaves together about a dozen questions that were asked during the webinar but time ran out before they were answered. The session offered an overview of Accenture's learning strategy, operation, and infrastructure, highlighting some specific programs and capabilities that help Accenture drive business results and phenomenal learning experiences.
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Presentation
Accenture - Talent Development at Scale: Building Market Relevant Skills at Accenture
Accenture’s Capability Development organization is committed to building market relevant skills that lead to business success and growth for each of our 220,000+ employees. This session will provide an overview of Accenture's learning strategy, operation, and infrastructure, highlighting some specific programs and capabilities that help Accenture drive business results and phenomenal learning experiences. Read More »
Commentary
21st Century Leadership Development: It's a Lot Different Than You Think
Learning and development professionals charged with building the leadership pipeline are starting to realize that the competencies that characterize today's successful leaders are not likely going to be what it takes tomorrow. But exactly what kind of learning, experiences, and mindset will characterize the next generation of leaders? And how does one convince today's leaders that what was successful for them may not be what their companies need in the future? During this period of disequilibrium, learning leaders are going to have to listen and learn, and be as open to experimentation and change to develop tomorrow's ... Read More »
Commentary
Hewitt on Career Pathing: Revisiting Career Path Clarity
For an organization, clear career paths are like pleasant garden walkways: they fill employees with hope and anticipation of vistas around each bend as they make their way through the garden. As any gardener will tell you — even Chance Gardener in Being There — that periodic pruning and tending is essential to make sure that the path is clear. As companies make adjustments to address critical business needs — adding policies, modifying positions, adjusting competency requirements, changing work procedures/processes — often the career path becomes less defined over time. Reviewing career paths on a regular basis and linking paths to larger strategies ... Watch Video »
Commentary
Leaders for the Future: Development Has to Account for Change and Uncertainty
When we first looked at the results of CorpU's Leadership 2012 Study, we were all struck by the finding that just 3% of study respondents felt that their companies had the bench strength (i.e., the leadership talent) needed to meet the strategic business challenges of the next five years. Yet when we looked at the programs and experiences they were offering executives, senior leaders and high potentials, these very same companies were doing what the industry would consider all the “right things.”
Since many of the leadership programs were, according to the CorpU study, either updated or totally ... Read More »
Research Brief
Q&A: How Can We Ensure a Successful Talent Pipeline?
Managers who rely on their top people to deliver stellar performances are hard pressed to give these people ample time for development when their own performance results are at stake. Drs. Kaplan and Norton highlighted this type of tension in terms of short and long-term financial investments in their writings on the Balanced Scorecard. They found that some organizations were willing to slash advertising or R&D budgets to meet numbers projected to Wall Street, only to learn they’d shot themselves in the foot a year or two later when their brand suffered or the pipeline of new products ... Read More »
Case Study
Case Study: Managing Talent and Experience
This case study discusses how a global IT firm's learning and talent organization translated strategic business goals and cultural objectives into a distinct set of competencies and made sure that leaders had the kinds of experiences that would enhance their skills in order to develop a robust leadership pipeline. Read More »
Case Study
Raytheon Case Study: An Integrated, Annual Process for Aligning Learning with Business Strategy
To support the company’s programs and initiatives, Raytheon’s corporate learning function facilitates an annual needs analysis with all of its business units and corporate functions. The process identifies workforce capability gaps, determines common needs across the enterprise, and enhances the quality, effectiveness and efficiency of current learning offerings, with the broader aim of strengthening alignment across the company. Read More »
Research Brief
How will the role of the learning professional change in the context of next generation learning?
To understand the new role of learning professionals as enablers rather than providers, it is important to understand the growing importance of how people learn over what they learn. We propose that the skills 21st century employees need are far more about the acquisition and processing of information rather than focusing on specific content. Skills in areas such as critical thinking, observation, research, networking, collaboration and innovation require an environment that promotes and reinforces skills, not one that imparts content in measured doses. Read More »
