Cultural Outcomes 
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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
McCain Foods Case Study: Leadership Development Tied to the Culture
McCain Foods is a leading food manufacturer with 53 plants on six continents. Although there were dozens of regional leadership curriculums and performance management systems used globally, there was only limited commonality among the programs and none had direct links to McCain's business strategy. As a result, there was no universal leadership language and also no tie-in to the behavioral expectations of leaders across the organization. The McCain Learning Centre (MLC) was asked to develop a curriculum to change that. The effort had three specific goals:
Increased awareness and understanding of the company's strategic plan and leadership expectations ... 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 »
Commentary
Learning Metrics, Moneyball, and Human-Capital Financial Statements
CorpU research has identified an unsustainable trend among organizational learning and workforce development professionals: taking on more programs while offering less measurement of outcomes. In a way, one can understand how the situation has spiraled and accelerated: feeling the pinch of budgets and business challenges, practitioners eagerly jump to address needs to improve performance, often taking on "emergencies" that require immediate action and resulting in less follow-up and follow-through on evaluating interventions across the board. Corners get cut and quick solutions are applied, resulting in learning measurements that senior executives find unconvincing.
Measurement alone won't change performance, but many ... Read More »
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 »
Commentary
The Need for a Performance-Based Culture
The question that has to be asked after the a-ha! moment when Friedman’s thesis is understood is what tools and techniques are there, and what levers can be used, to maximize the effort and take full advantage of the talent that a company has. Only by creating a performance-based culture can business hope to stay ahead of the continuous acceleration of business change that is caused by four mega-factors: Technology, Complexity, Competition and Globalization. Read More »
Presentation
CorpU Sustainability Education Survey Findings
Sustainability is an increasingly hot topic in business today. With that as the backdrop, Corporate University Xchange embarked on a research study to understand the state of Sustainability Education today. This presentation outlines the study findings including
the prevalence of sustainability education,
the target audience,
the regions where it occurs,
the types of resources used for delivery, and
the degree to which it is required.
Read More »
Case Study
Intel Case Study: Changing Culture by Building Technical Leadership
Until early 2007, Intel India was working on low end projects that were a small part of the overall product roadmap defined by Intel corporate. In order to increase the value delivered, Intel India needed to work on complex, end to end projects. However, such projects required strong strategic and technical acumen. The existing technical leaders at the site did not have adequate exposure to such technical problems, creating a culture that didn’t support work of increased complexity. The Intel India Learning & Development (ILD) organization recognized that it needed to increase the level of technical acumen, starting with the ... Read More »
Case Study
Tenaris - Culture
We sat down with Fabio Tonolini, Director of TenarisUniversity, at Training 2008 to talk about the construction of Tenaris’ corporate university. He was kind enough to share with us what we hope will be the first of many member submitted videos on CorpU TV.
At a time when many companies were trying to make their corporate universities “lean and wall-less”, Tenaris built a brick and mortar structure. As a worldwide company, they saw great value in bringing they employees together at the company headquarters in Argentina, helping Tenaris create a unified global culture. Watch Video »
Case Study
Allied Barton - Increasing Manager Retainment
In the last ten years, AlliedBarton Security Systems has doubled four times its size. The company currently employees over 50,000 people, conducts business in over forty states, and even though they were doing better in the industry, AlliedBarton ran into problems retaining their account managers. In order to change the company’s culture, the learning and development group launched a program called ‘Mission Possible Boot Camp,’ designed to teach mid-level managers that increasing account manager retention was an achievable goal. Mid-level managers were brought to a facility and divided into three groups. Each group was given the task of ... Watch Video »
Case Study
Caterpillar - Improved Engagement Due to Learning
In trying to tailor learning and development to produce business results, many times it is a shotgun approach which results in creating a lot of learning activities while hoping an impact is made by engaging the employees. Though engagement may increase, it is not an efficient approach and the true impact is unknown. Caterpillar sought to determine the true impact of learning and development on engagement through a study of every business unit.
Through studying the best practices of 30 business divisions, a clear correlation existed between learning and development scores and employee engagement. The results showed that those with ... Watch Video »
