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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 »
Case Study
The Boeing Company Case Study: Measuring Improvements in Online Learning
In 2011, The Boeing Company invested over eight million hours in training its 170,000 employees, with an increasing percentage of classes being delivered online. In fact, online classes now account for over 40% of courses offered at Boeing. The challenge faced by the Learning, Training and Development (LTD) organization was the development of an evidence-based design methodology for creating effective online learning experiences based on learning science principles and standardized development processes. The approach involved analyzing, experimenting, and evaluating existing online courses to understand how to improve them.
A team was formed consisting of training professionals from the Boeing ... 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
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 »
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 »
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.
Read More »
Commentary
The Tactical Training Cycle: Don't Let It Hold You Back
Recently, Corporate University Xchange, in partnership with Edward Trolley (author of Running Training Like a Business), conducted a follow-up research study to ascertain the legitimacy of Trolley's original findings, as well as to determine whether learning organizations have been transforming themselves from having a function orientation to a business orientation, which was the key premise put forth in 1999. Mostly, what we found is that "the more things change, the more they stay the same." Of a total of 150 companies that were surveyed as part of this study, there were only 18 that could make the claim that ... Read More »
Research Brief
More Programs and Less Measurement Reflect an Unsustainable Trend
Does the CorpU 12th Annual Awards Program applications tell us anything about learning innovation? Indeed they do. In a nutshell, they show that learning organizations are focusing energy and resources on a variety of new programs, but not so much on measuring the effectiveness of the programs being implemented. After 12 years of giving out awards for Excellence and Innovation in corporate learning, the dramatic increase in the number of applications received in the Launching category is noteworthy. However, there seems to be significantly less innovation going on in the very important Measurement category. Why is this trend important? Because ... Read More »
Commentary
Employee Development: Are you Connecting all the Dots?
Today's global corporations must find the optimal organizing structure and set of processes for each business function in order to maximize their competitive advantage. These factors include such things as labor costs, supply chain management, distribution, offshore capabilities, globalization, and market dynamics. Decisions regarding the above can often be the difference between world-class performance and business mediocrity, with the difference manifesting itself in shareholder value.
The development of people is no different. In order to sustain business performance, learning organizations must create an enterprise-wide learning and development strategy, structure, and processes to ensure that it develops talent in the ... Read More »
