Developing A Corporate Learning Strategy: Contents

i. The research team
ii. How the research was conducted
iii. Executive summary

Understanding the learning landscape

Which issues to consider when assessing the current position of your organisation’s corporate learning
– Key findings
– Interview questions
– Challenges and opportunities
– The current situation
– Management of corporate learning
– Corporate universities and learning centres
– Arguments for and against corporate learning centres
– Explaining the key learning issues
– Choosing the right options
– The way ahead
– Learning and knowledge creation
– Key action points
– Case study: Centrica

Determining the rationale and purpose of learning

How to decide whether to have a corporate university or centre of learning 
– Key findings
– Interview questions
– Contemporary trends and developments
– Contemporary training and learning dilemmas
– The purpose of corporate learning centres
– Aligning individual and corporate interests
– The purpose of corporate universities
– Why have a corporate learning centre?
– Advantages of corporate universities
– Disadvantages of corporate universities
– Dangers and concerns about corporate universities
– The case for a learning centre
– Benefits of status and standing
– The importance of intellectual enquiry
– What holds back corporate learning centres
– Key action points
– Case study: Xerox Corporation

Formulating learning vision, objectives and strategy

How to decide what corporate learning should contribute to the future success of your organisation
– Key findings
– Interview questions
– Formulating learning strategies
– Corporate learning priorities
– Action checklist for setting up an independent corporate learning centre
– Contribution of corporate learning to the business
– Areas that are being overlooked
– Key action points
– Case study: Business Development Forum

Agreeing learning centre roles, responsibilities, tasks and priorities

How to decide which managers should perform which roles — then what they should do
– Key findings
– Interview questions
– Different forms of training centre
– Formal structures and status
– Corporate university or learning centre checklist
– Establishing a degree of autonomy
– Involving stakeholders and interested parties
– Location and ownership
– Economic considerations
– Start-up considerations
– Funding mechanisms
– Collaboration and joint initiatives
– Key action points
– Case study: British Airways
– Case study: Johnson & Johnson

Building learning competencies and capabilities

How to build the skills that enable you to create a learning organisation
– Key findings
– Interview questions
– Concerns about competencies
– Alternative approaches
– Learning about learning
– Independent evaluation
– The importance of differentiation
– Trade-offs and choices
– Tackling problem areas
– Learning technologies
– Determining future priorities
– Approaches to knowledge management
– Knowledge and experience sharing
– The loss of knowledge
– Key action points
– Case study: NHS Executive
– Case study: Andersen Consulting

Acquiring the necessary learning capabilities

How to find the internal and external capabilities in order to build a learning organisation
– Key findings
– Interview questions
– The current situation
– Corporate perceptions of traditional universities
– The basis for collaboration
– Areas of concern
– Maintaining currency and relevance
– Areas of opportunity
– Drivers of greater collaboration
– The downside of collaboration
– Negotiating a relationship
– Future prospects
– Key action points
– Case study: IBM
– Case study: ABUITSS

Setting up learning programmes

How to turn the strategy into a live management activity that achieves real results
– Key findings
– Interview questions
– Approaches to accreditation
– Advantages of accreditation
– Disadvantages of accreditation
– Learning centre collaboration checklist
– International considerations
– Corporate accreditations
– Validation and knowledge creation
– The benefits of collaboration
– Collaboration with customers
– Key action points
– Case study: ICL

Supporting corporate learning

Where to find and how to use the many sources of support that can aid corporate learning programmes
– Key findings
– Interview questions
– Emerging support requirements
– Support capability constraints
– Internal resource constraints
– Making the money go further
– Learning technologies
– Collaborative arrangements
– Learning support as a business opportunity
– Evaluating the options
– Working with external suppliers
– Professional associations
– New initiatives and approaches
– The growing role of knowledge management
– Knowledge sharing and creation
– The creative working environment
– Key action points
– Case study: Glaxo Wellcome
– Case study: Barclays Bank

Measuring learning performance

How to make sure that corporate learning programmes deliver real measurable results
– Key findings
– Interview questions
– Methods of assessment
– Linking assessment and reward
– The measurement of cost effectiveness
– Measurement and corporate change
– The costs and benefits of assessment
– Performance indicators
– Bringing knowledge management centre stage
– Key action points
– Case study: Rover Group