Use your Browser's
BACK button to return to the Bookshop
Frequently
asked questions with reference to the corporate university
Abstract: This
article lists all the foundation questions that are uppermost in people's minds when they
are considering introducing the corporate university development platform into their
company or organisation. Some of the questions are simple and direct whilst others are
rhetorical in nature. All the questions are those which have arisen most frequently in
early discussions with client companies. Answers to the questions are provided from a
advisory point of view using references to previously published articles to elaborate on
the answer information provided.
The approach taken in this article is to
provide informative insights into the subject of the corporate university and to initiate
thought leadership that will result in the full realisation of the corporate university
concept.
Use your BACK button
Managing
the corporate university learning curve
Abstract: This
article reviews a Conference Process that was introduced to help Companies, Regional
Development Organisations and Universities to evolve and share their perspectives on the
active business led concept of the Corporate University.
The
conference forms part of an evolving initiative launched by the Copenhagen Business
School. The conference entitled Trends in Corporate Universities - September 2001 - had an
agenda that contained state-of-the art presentations about the theory and practice of the
corporate university concept and also Company presentations about the progress they are
making in evolving their particular corporate university applications.
The conference
objective was aimed at raising the visibility of the potential of the corporate university
and it's capacity to renew and enhance organisational effectiveness and strategic
development processes. From these observations and discussions it was expected that
delegates would be in an informed position to evolve a realistic and sustainable vision of
the corporate university and fully grasp it's vital contribution as an engine for change
and business development.
This article focuses on a
conference process model the Corporate University Learning Curve concept that was
introduced by Intellectual Partnerships Consulting (www.ipc-ltd.co.uk) to ensure that a
viable context for unfolding the aims and objectives of corporate university best practice
were fully realised.
Use your BACK button
Strategic
directions in the management of the corporate university paradigm
Abstract: This article sets the scene for the
exploration of corporate and company developments in the field of the corporate university
and related development paradigms. It identifies the driving forces promoting the growth
in corporate universities, corporate business schools and other similar styles of
intellectual asset management.
There are many emergent issues and
differences concerning the style, scope and culture of the emergent management programmes
and as a consequence some important changes could occur in the nature of the corporate
relationship with providers in the traditional intellectual supply chain. This article
acknowledges the evolutionary stage of these developments and engages with the main
subject areas as a platform for a methodology in examining future developments.
Use your BACK button
Establishing
a methodology for appraising the strategic potential of the corporate university
Abstract: This article explores the potential and
organisational implications of integrated business led learning on achieving strategic
fit. It considers the consequences of these changes on the design and management of
corporate universities.
Finally it puts forward a
comprehensive management decision model as the basis for the objective examination of
differences between corporate universities in a planned series of real time case studies.
Use your BACK button
Case
Research into corporate university developments
Abstract: This
article describes a research methodology for reviewing the effectiveness of corporate
university developments. The defined research approach is applied to a sample of five
companies based in the UK and USA, four of which are in global markets.
Differences between the vision for the
new generation of corporate universities and current company practice are identified and
commented upon.
Use your BACK button
Case
Research into the evolution of a corporate university development process
Abstract: This
article appraises the dynamics of development at the mid-point in the evolution of the
corporate university paradigm in a large public company. It presents a summary of the key
research findings that have been derived from a detailed cross section analysis of the
developments to date.
The methodology for the analysis is based
upon a progressive process model that highlights the developmental status of the main
corporate university decision strands that are essential for success. The author concludes
from the research findings and considers the state of organisational readiness in the
company to move further ahead into a comprehensive and viable manifestation of the
corporate university concept.
Use your BACK button
Engendering
corporate scholarship for top level management performance
Abstract: This article is a real time or live case study describing a joint
venture learning partnership endeavour between BAA plc, a large public company with a
market capitalisation of $10billion, and Surrey University. The primary purpose of this
joint enterprise is to build a strategic relationship within which the company and the
university can combine their resources to design and manage a series of in-company
qualification based management development programmes as an essential part of the
company's learning organisation strategy.
It outlines the organisational and
policy issues that have influenced the shape and style of the management programmes and
also illustrates the role of an electronic infrastructure in the resourcing and
facilitation of tactical and strategic knowledge creation. Finally it makes a contribution
to the development of the 'virtuality' concept in the concept of work-based managerial
development in the corporate business environment.
Use your BACK button
Configuring
the corporate university - managing a portfolio of thinking schools
Abstract: This article reflects upon the journey so
far into the exploration and understanding of the potential of the corporate university
concept as a real time business development platform.
It challenges
whether the many and diverse ‘schools of thinking’ that are shaping the
intellectual architecture of corporate universities are innovating new processes of
intellectual development, are in fact functionally constrained, simply window dressing of
existing functions, or are engaged in retro-ego trips.
It identifies the
main development connections between the corporate university concept and the
developmental thinking domains of intellect, organisation and business. It examines where
blockages are taking place in its evolution and puts forward a thinking schools integrator
process methodology as a basis for moving forward into a more complete articulation of the
concept.
A constructivist methodology is
summarised introducing the idea of well considered choice for the integration of diverse
developmental 'schools of thinking' to determine a comprehensive 'configuration school of
thinking'. It suggests the first phase of an approach into how the emergent paradigm can
be managed to unfold a bespoke corporate university architecture.
Use your BACK button
How to
configure the corporate university for success
Abstract: This
article explores ideas and processes that can bring the corporate university concept to
fruition as a dynamic business development platform. It builds upon the empirical research
findings presented in previous articles and the new ways of thinking that are beginning to
surface concerning the configuration of corporate university properties and attributes to
achieve intellectual leadership in different business sectors.
It describes one
approach to making intellectual relationships more productive and manageable in the
context of achieving strategic fit, by combining a dynamic strategic learning approach
with the resource capabilities offered by the growing portfolio of corporate university
schools of thinking.
Use your BACK button
Managing
intellectual leadership in corporate value
Abstract: This
article takes a further step forward in defining the strategic role of the corporate
university. It describes an approach for appraising and managing the consequences of
management’s present style of intellectual leadership on a company’s market
value.
It
describes two robust management indices that are being used to facilitate this process of
appraisal and management. The Intellectual Equity Index (IEI) and the Intellectual Capital
Index (ICI) which when combined together provide a basis for defining the quality of
intellectual leadership in a company, i.e. the Intellectual Leadership Indicator (ILI).
The ILI directly reflects the quality, direction and trend in the company’s ability
to achieve or maintain intellectual leadership in its business sectors. This is the state
of development upon which its competitive position and future business success depends.
The outcome of the ILI appraisal
produces a penetrating insight into the state of management’s business orientation
and organisational readiness. It also defines the baseline position from which a bespoke
portfolio of corporate university properties can be properly formulated and managed.
Use your BACK button
Managing
the transition to the corporate university - a synthesis of client research
Abstract: This
article is a synthesis of consulting experience in managing the reality of the corporate
university transition. It provides an objective context for this development and outlines
the nature of the intellectual vacuum that exists between a company's strategic learning
needs and the provision available in the institutional intellectual supply chain. The
emergent role of the corporate university in filling the gap is identified and a project
management approach that facilitates and administratively enhances a highly networked
corporate university development process is described.
Use your BACK button
Managing
the Issue of Learning Relevance in the Formation of Corporate University Strategies
Abstract: Previous
articles in this series, on the evolution of the corporate university as a dynamic future
state business development platform, have described processes and methodologies for
achieving both organisation and strategic learning re-orientation for success. Ref. 1 -
Managing the Corporate University Learning Curve, in particular revealed the innovative
nature and challenge facing corporate university executives in their quest to achieve
customised structures, flexible learning processes and time durable intellectual
properties in a new or amended company educational paradigm, defined as Model 3. This
derivative model espoused business excellence, focused business education processes and
timely executive action.
A
key dynamic strand in the evolution of the corporate university concept in Model 3 was
identified as the ‘management of learning’ strand. This article takes an
overview on the current state of the art in corporate learning management and the issue
tensions that can arise in the preparation of a progressive and satisfying learning
strategy.
It relates to the main issues
surrounding the energising of learning in organisations, the consequences of corporate
learning policy and an outline methodology for appraising the main determinants of
corporate learning strategy.
Use your BACK button
Managing
the corporate university watershed
Abstract: This
article emphasises the need to achieve thought leadership and a proactive response in the
evolution of the corporate university concept during times of business turbulence. It
describes process innovations to enhance corporate university performance during those
adverse periods in the corporate decision environment when the consequences of top
management’s contemporary strategic thinking and aspirations are undermined by the
reality of the market place and economic factors.
It describes the
development of an organisational process model intervention as a stimulant for new
thinking and action when scaling the corporate university learning curve in a turbulent
decision environment. It describes the need to apply real-time methodologies and dynamic
models by which means the benefits of the overarching integration role of the corporate
university can be sustained in a very positive business orientated vision.
The outcome of the
corporate university organisational development intervention brings many benefits.
Including increasing levels of confidence by top management in it’s role and purpose
both for the good times and the bad, through demonstrable assurances that the firm’s
key strategic and organisational issues are being comprehensively identified and
thoroughly managed.
Use your BACK button
The
realtime corporate university becomes a reality
Abstract: This
article looks at the evolving character of the corporate university and the emergent
nature of its real-time development practices. It demonstrates how the capacity of some
traditional management tool-sets are being extended and combined with the new learning
process models to meet the ever present challenge of changing circumstances.
It emphasises the growing importance of
conceptualist thinking bridging strategic theory and real-time learning practice in the
role and responsibilities of corporate university faculty.
It also engages with the need for a
significant change in intellectual style from that employed in traditional educational
paradigms and demonstrates the role of image simulations and the use of meta-management
thinking to accelerate the building of essential manager skills in the real-time strategic
learning transfer process.
Use your BACK button
Issues relating to learning accreditation in corporate university
management
Abstract: This article considers the
role of learning validation and accreditation systems in relation to the demand for more
co-creative quality assurance solutions in corporate and organisational learning
management. It explores the need to emphasise the organisational demand side in the
management of quality new learning by applying a more holistic development perspective. It
looks at the subject of credit frameworks from the point of view of both providers and
consumers of learning programmes and develops a more radical four dimensional management
perspective that extends the reach of considerations beyond the two dimensions of academic
and professional practice.
It introduces a leadership inspired career
based accreditation system that engages with the middle and upper tiers in organisational
learning. It provides this as a basis for developing a methodology and a forward thinking
guideline for learning portfolio practice and quality assurance accreditation management
in the organisational setting.
Use your BACK button
The
New Generation of Corporate Universities - Co-creating sustainable enterprise and
business development solutions
Abstract: This article captures the researches, experience and current
thoughts of two leading professional corporate university and corporate academy solutions
designers and developers, Ian Campbell and Richard Dealtry. It provides a provocative
commentary on the quality of current management perspectives and practice in the area of
corporate university management.
The article comments upon
some of the popular mis-conceptions of what the corporate university is all about and how
these fault-lines in corporate university management styles present barriers to further
development along the learning curve and the full realisation of the concept's potential.
From a critique perspective
it then moves forward with comments on a pro-active modality for configuring intellectual
properties and implementing intervention programmes. This process involves the development
of dynamic scenarios around 'thinking schools' properties and their manifestation through
management processes defined as the BLU Way.
It emphasises the vital
strategic management role being undertaken by the new generation of corporate university
managers and the nature of the skills and competencies necessary in renewing and
sustaining intelligence-based enterprise cultures in organisations.
Use your BACK button
The
Savvy Learner
Abstract: This article
defines the cultural nature and scale of change in learning consciousness that has to take
place when the organisationally based adult learner makes the transition from formal
prescriptive learning practice to self-owned self-directed learning. It articulates some
of the learning-to-learn process models that introduce, accelerate, enhance and facilitate
the adult person’s understanding of this evolutionary journey. It also provides
practical guidelines in progressively shaping their endeavours to take effective ownership
of their own managerial learning at work.
It draws on
experience in delivering learning-to-learn programmes to suggest that the management
learner in particular has to be increasingly aware and more discriminating in how they
spend their time and learning energy if they are to arrive where they want to be and at
the same time satisfy all the stakeholders investments
in these process events. It illustrates, using a portfolio
of learning-to-learn process management practice ideas how the individual and groups of
learners can effectively and progressively begin to manage the quality of their experience
in learning-to-learn.
The author advises
that in the long term taking responsibility for learning-to-learn is not something that
can be absolved by the learner manager; it has to become a self-determined series of
personally managed events. Adult learners have to have a heightened state of alertness to
the dynamics of gradualism in managing the new learning process itself - to become Savvy
about the dynamics of the learning process and the key decision areas that will make a
difference between learning satisfaction and success or failure in achieving their
personal objectives.
Use your BACK button
Envisioning Development
Abstract: This article
focuses upon an important innovative development in new generation corporate university
management. It addresses the thematic area of visual learning that is captured in the term
‘The Art of Minds-eye Management’.
It reflects upon
experiences with groups of managers in enhancing perceptive competencies using visual
awareness learning systems. The envisioning of multi-functional concept scenarios is being
widely realised as an increasingly important highly adaptive skill-set in real-time
management.
The envisioning
medium being reviewed and explored takes the form of narrative imagery. This is a form of
quantitative and qualitative envisioning which is now being applied by groups of managers
in many different formats to articulate and add new levels of learning and value to
developmental themes.
The
article reflects upon the mediocrity of traditional flatland
representations of classic management concepts and models and explores the potential for
delimiting conceptual design and the use of pictorial display of data and information as a
means of communication, managing personal performance and accelerating organisational
development. How to achieve a higher level of capability in the creative design and
presentation of perceptive insights using visual analysis and explanation is designated as
an area of management that is ripe for further development and is increasingly important
for the successful evolution of real-time management theory and practice.
Use your BACK button
ECUANET
- European Corporate Academies Transnational Best Practice Network
Abstract: This article describes the formation and
forward planning of an important and independent transnational best practice networking
development project, i.e. ECUANET. ECUANET’s aims are to track and disseminate the
evolutions and revolutions that are taking place in the creative management of corporate
universities and small and medium enterprise academies. Both categories are referred to in the text as
Corporate Academies.
The article describes
how and why this transnational network has been originated by a combined group of
professional practitioners and national level clusters of corporate universities. It
illustrates how it is intended that it should grow in the future as a thematic social
community dedicated to the creation and appreciation of leading edge corporate academy
knowledge.
It
describes the planning of sequential and interlinked work package activities to be shared
by its members in building a sustainable transnational network. Additionally it addresses
the choice of case research reference architecture and the conduct of related thematic
action research processes to be employed in defining world class best practice standards
in corporate academy management.
