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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
Alstom University Case Study: Learning to Support Growth
Alstom is a world leader in supplying the needs of the power generation, power grid and rail transportation industries. The company almost went bankrupt in 2003, but has since grown to a company with 93,500 employees and revenues of €20.9 billion in 2010/2011. Even during its hardest times, however, the company continued to train employees. The problem was that the learning was scattered and uneven and would not properly support a company that was embarked on a major rebuilding effort and moving into new markets and market sectors. Alstom University (AU) was tasked to create a new ... 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
Raytheon Case Study: Creating a Brand for Learning
Raytheon's Corporate Learning Unit, Global Talent Development and Learning (GTDL), is part of the Corporate Human Resources function. Its mission is to ensure the right people are in the right roles with the right capabilities at the right time to maximize individual potential and business value. Following a structural reorganization that moved the learning organization under Corporate Human Resources, GTDL determined that confusion existed about the identity of learning and development and that there was limited awareness of the resources and benefits of learning and development across the employee population of 75,000.
GTDL's communications leader put together ... 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 »
Case Study
McDonald’s in China Case Study: Branding the Newest Hamburger University to Increase Awareness and Support Aggressive Growth
Overview
With aggressive growth intended for its market in China, McDonald's launched the seventh Hamburger University in China in order to develop local talent into future leaders to take on the challenge of rapid expansion. That commitment to provide the best-in-class training and career development opportunities to their employees is reflected in the University's tagline “Learning Today, Leading Tomorrow”. Using this tagline and a combination of multiple, complimentary communication strategies geared at brand awareness, the Hamburger University in China hoped to attract high performance learning professionals to work there, as well as to engage employees in China to ... Read More »
Case Study
AT&T Case Study: Developing Leaders Virtually
Overview
AT&T is, by revenue, the largest communications holding company in the world. The company has had to make many changes over the years, reflecting advances in technology and communications, government policies regulating the telecommunications industry, mergers and acquisitions, and the rise of the global economy. The company's most recent merger occurred in 2006 between AT&T and BellSouth and the consolidated ownership of Cingular Wireless and YP.COM. The promise of that merger was that the integration of products, capabilities, networks, and operations into something the senior executives called One AT&T, which would deliver a unique ... Read More »
How-To
Developing a Learning Strategy and Operating Plan
This document provides an overview of an enterprise-wide process for the learning organization to create a learning strategy and operational plan. This process includes the following six steps:
Capture Business Needs and Priorities for the Year Ahead
Define Associated Workforce Development Requirements
Integrate Enterprise-Wide and Functional Plans
Develop and Present Integrated Learning Strategy for Review by the Governing Board
Execute Strategic Learning Plan
Review Progress, Report Results, and Make Adjustments
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 »
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 »
Tool
Position Description - Global Learning Leader (updated 10/2011)
This tool provides some insight into the scope, priorities, and compensation for the role of the Global Learning Leader. The Global Learning Leader may be called any of several dozen titles, such as Chief Learning Officer; Vice President of Global Learning; Senior Director of Global Talent Management; Executive Vice President of Talent and Professional Development; or Manager, Organization Learning and Development. The variability of the title reflects organizational culture and needs. Often, these positions may not exactly describe the same kind of position.
In order to provide some generalized principles, we’ve settled on the term Global Learning Leader to ... 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 »
