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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
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
Quintiles Case Study: L&D Drives Business Success
Quintiles is a fully integrated biopharmaceutical services company offering clinical, commercial, consulting and capital solutions worldwide. The company has a network of more than 23,000 engaged professionals in 60 countries. In 2005, after a period of rapid growth, the company was having trouble growing revenues, and realized that one of the reasons was high turnover, particularly among new hires. The company was devoting a lot of time and money to hiring people to replace the people that were leaving, and it was keeping it from moving forward.
The Global Learning and Development group at Quintiles conducted an employee engagement ... 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 »
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
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
Amway on Alignment: Becoming a Strategic Influencer
When a learning organization has been recognized as a strategic partner by the business leadership, then it is likely the learning leaders do not have a much clout helping integrate learning opportunities toward the achievement of the organization’s goals. It's not uncommon, but it makes it difficult to ensure optimum performance. The challenge is not to fall into the trap of developing training only when requested by business units, functions and business leaders. How? To become a "strategic influencer" you should start by identifying what is within your control, making sure that you make the most of each ... Watch Video »
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
Curate Your E-Learning Library for Organizational Impact
E-learning is well over a decade old and has come a long way from its simplistic, PowerPoint-based roots. Increased interactivity, virtual classrooms and simulations are fast becoming the norm, while software and authoring tools are becoming more sophisticated and easier to use. In spite of the improvements in presentation and design capabilities, most companies do not take stock of their e-learning library of content even when they have a process to review and evaluate the catalog of other types of learning available across the organization. In order to meet ever-changing company goals, strategies, and workforce performance needs, you should review ... Read More »
Commentary
The Rapidly Changing Global Environment
Globalization is a complex topic that many business leaders commonly misinterpret as internationalization, which is the process of exporting goods and services internationally. Jagdish Bhagwati, University Professor at Columbia University and special advisor to the UN on Globalization, states “economic globalization constitutes integration of national economies into the international economy through trade, direct foreign investment…short-term capital flows, international flows of workers and humanity, and flows of technology.”
Technology and the Internet are the driving forces in the current rise of globalization, and when combined with the rise of emerging countries – Brazil, Russia, India, and China – new pressure is put ... Read More »
