Running Training Like a Business 2011 Institute 
What is this? 
Hide additional information
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
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 »
Presentation
Recorded Broadcast: Bristol-Myers Squibb, Westinghouse and Shell on the top practices and surprises from the 2010 Running Training Like a Business Update
This is a recording of the web broadcast from Corpu on 18 January 2011.
Discover the 11 top performer practices and top 3 surprises from 2010 update to bestselling bookRunning Training Like a Business.
Gain new insights from our Top Performer Panel, executives from Bristol-Myers Squibb, Westinghouse and Shell. These three top performing companies were selected from the research as having displayed evidence of creating business value through learning.
It has been a decade since our industry's seminal book on training; Running Training Like a Business: Delivering Unmistakable Value, was written. A core tenet of that book is ... Watch Video »
Presentation
Bristol-Myers Squibb, Westinghouse and Shell on the top practices and surprises from the 2010 Running Training Like a Business Update
Discover the 11 top performer practices and top 3 surprises from 2010 update to bestselling book Running Training Like a Business.
Gain new insights from our Top Performer Panel, executives from Bristol-Myers Squibb, Westinghouse and Shell. These three top performing companies were selected from the research as having displayed evidence of creating business value through learning. Read More »
Presentation
Running Training Like Business Webinar
Discover the 11 top performer practices and top 3 surprises from 2010 update to bestselling book "Running Training Like a Business" during this webinar on January 18th.
Gain new insights from our Top Performer Panel, executives from Bristol-Myers Squibb and Westinghouse. These 2 top performing companies were selected from the research as having displayed evidence of creating business value through learning.
It has been a decade since our industry's seminal book on training; "Running Training Like a Business: Delivering Unmistakable Value was written. A core tenant of that book is that internal learning organizations that "run training like ... Read More »
Research In-depth Report
Running Training Like a Business: 2011 Research Update
An in-depth research update to the 1999 Book, Running Training Like a Business, by Ed Trolley. CorpU went back to the marketplace and surveyed over 150 organizations to determine what has changed with regard to Running Training Like a Business and to see if organizations have adopted the model, who is doing it well, what are the beneifts and to update the key principles based on the industry in 2011. Read More »
Research Brief
NIIT - Running Learning Like a Business
Across the globe, many learning organizations view themselves as overhead or manage themselves against a set of metrics that are about volume and activity levels. Ed Trolley, author of Running Training like a Business, recognized that businesses were having trouble interacting with training organizations because the language, behaviors and measures of success were drastically different. His proposed solution is simple: run training like any other business.The foundations of his solution are effectiveness and efficiency. An effective training organization will get more than a dollar back for every dollar they spend, adding value to the business. An efficient training organization ... Watch Video »
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 »
Case Study
Plastipak Case Study: Aligning Learning, Building Trust
Strategic alignment to the business is a critical element of corporate learning success. This case study describes how Plastipak Academy uses an impact mapping process to assure that executives, supervisors, participants and facilitators have a clear vision of the business results expected from each learning experience. That business focus has resulted in a respected, trusted learning organization that is considered a strategic partner to the business. Read More »
Case Study
Caterpillar - Running Learning Like a Business
In terms of alignment of learning to business goals, companies are doing more performance consulting and needs analysis. They are moving away from using a reactive and order taker approach, but it is still not enough. The process must go further with companies creating a physical business plan for learning.
The plan could be fairly simple, say 10-15 pages, or even up to 100 pages, but what is important is that it involves all the key leaders and process owners and is laid out clearly in advance. If learning is run like a business, you should report out monthly and ... Watch Video »
