Think as a Corporate University The Branding Approach
Roberta Larocca & Cristiรกn Saracco September 2012
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Agenda
Ahead of trends
CLO: The new role
Learning Team: The beginning
Corporate University: Pillars
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Sub-Agenda Corporate University
Corporate Social Responsibility
Next Management
VUCA
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The current world is‌
Volatile Uncertain Complex Ambiguous
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Volatile
•
Rapid technological change
•
Increasing global interconnections
•
Climate change
•
Population growth and global age
•
Income disparities
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Uncertain
•
Low-probability but large-impact events
•
Extreme weather conditions –
Floods
–
Earthquakes
•
Rapid political shifts
•
Infrastructure failures –
Fukushima
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Complex
Three Generations together
• Baby Boomers • Gen X • Millennials 120911_VUCA_RL
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Ambiguous
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A personal answer Resiliency
•
The ability to rapidly reconfigure resources in response to unpredictable events.
•
Organizations and individuals must accept uncertainty as inevitable and develop strategies for resiliency
Keep moving
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Sub-Agenda Corporate University
Corporate Social Responsibility
Next Management
VUCA
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An organizational answer Change your mind
Focusing on what’s
important
rather than what’s simply
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An organizational answer. Cont’ Change your mind
From
Traditional strategic planning that happens at specified times
To •
AEIOU (Anticipate, Execute, Observe… Innovate, be Unique)
•
A continuous process of sensing and rapid response
•
Build platforms for capturing signals from the external environment and within the organization
•
Create capacity for filtering and pattern recognition (sense-making)
Best tools: weave together human and machine intelligence and allow for amplification of both 120911_VUCA_RL
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An organizational Answer. Cont’ Next Management
•
Thinking & Doing are together
•
Work, learning & Innovation are together
•
People, teams, organizations: Everybody has to learn
Changes! 120911_VUCA_RL
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Next Management New Learning •
Tomorrow’s managers will need the foresight to identify where they are going while remaining flexible about how they get there
•
Clarity about purpose, method and desired end state of a situation
There is a desperate need for better global leaders to navigate all the complex and ambiguous challenges that lie ahead
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Next Management. Cont’ From
To
• From building for strength
• To building for resiliency
• From institutional
• To decentralized production
• From offshoring
• To global task arbitrage
• From stand-alones
• To new human-machine symbiosis
• From data-poor
• To data-rich environments
• From face to face
• To peer to peer
• From simple
• To high-resolution identity
• From tangible
• To intangible 120911_VUCA_RL
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Sub-Agenda Corporate University
Corporate Social Responsibility
Next Management
VUCA
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Corporate Responsibility Why now? •
There is a crisis of confidence that must be recovered.
•
We are going out of financial economics and entering the intangible economy and reputation, which makes its way back to the long term
•
Know How
•
Reduce uncertainty
•
Protects
•
From influence to persuasion
•
Identity (brand, experience & meaning), membership and reputation
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多Is there a link between
RSC and Learning?
V U
Corporate
C
University
A 120911_VUCA_RL
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Sub-Agenda Corporate University
Corporate Social Responsibility
Next Management
VUCA
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Learning & Development The connection
The best companies to work for are in part because of their values A company's climate is half of its results
Learn to manage intangibles
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Learning is the first change “At the beginning of a change initiative [we ask], ‘What is it going to take to get employees ready for these changes?’ And nine out of 10 of our clients are going to say we need to have some learning activities.” Holly Miller Senior Consultant Towers Watson
Training: accept new ideas, techniques and skills
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Agenda
Ahead of trends
CLO: The new role
Learning Team: The beginning
Corporate University: Pillars
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Leader’s answer Anticipation skills
Vision Understanding Clarity Agility Innovate & make the most of opportunities
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VUCA World Anticipate
The Towers Watson study identifies six areas or skills, that every organizations needs to get change management right 1. Leading 2. Communicating 3. Learning 4. Measuring 5. Involving 6. Sustaining H. Miller said organizational learning is at the heart of many of these areas
“Our success is to have things ready before anybody asks for them� Xavier Coll Director HR Caixabank, Spain
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Who can guide?
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The changing role of the CLO
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CLO must be a business person first, combining business & L&D skills
•
Driven by the need for organizations to be as effective and efficient as possible
•
Goals have to include –
“Hard” (e.g.: 10% increase in sales)
–
“Soft” (e.g.: better leadership and higher employee engagement)
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The changing role. Cont’ of the CLO
• CLO is under a increasingly internal & external pressure to deliver results – Effective and targeted programs – Deliver the promised results effectively
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CLO
as Chief Change Officer
“When you think about the strategy for learning and development, the CLO’s job is going to be to make sure we’re helping leaders see where their strengths are and then helping create the skills and development opportunities to grow those leaders to where they need to be to manage the change.” Doug Upchurch Insights
CLO Personality
•
Visionary
•
Strategic Alliance Architect
•
Master of Communication
•
Relationship Engineer
•
Extreme Innovator
•
Performance Consultant
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Agenda
Ahead of trends
CLO: The new role
Learning Team: The beginning
Corporate University: Pillars
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Learning
for VUCA’s Workforce Globalization
Complexity
Increased competition Different generations in the workforce
Fuel the need for the constant
reskilling and up-skilling of the workforce
Shorter shelf life of knowledge Emerging trends Uncertainty
People expects organization to continuously build the capabilities that help them on the cutting edge of their profession
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Skills
for the future workplace •
Sense making
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Social intelligence
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Novel & Adaptive thinking
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Cross cultural competency
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Computational thinking
•
New media literacy
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Transdisciplinarity
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Design mindset
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Cognitive load management
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Virtual collaboration
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Confidence Circles In-Out
Society
No client
Client
Employee
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Global leadership
begins with learning professionals
“Those of us who are managing learning functions must help leaders perform tasks that are required today, yet equip people to cope with ambiguity and perform what will be needed tomorrow We need to collaborate with other disciplines to create leadership models and training tools that will equip global leaders to master new challenges We also need to step up as global leaders ourselves� Katherine Holt Kyoko Seki
Learning Teams Four Changes
1. Cultivate ÂŤbeingÂť 2. Multicultural effectiveness 3. Appreciate individual uniqueness in the context of cultural differences 4. Becoming adept at managing paradoxes
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Managing
Paradoxes 1.
Strategic & Operational
2.
Taking charge & Empowering
3.
Results & Relationships
4.
Listening & Expressing
5.
Global & Local
6.
Common Group & Uniqueness
7.
Open mind & Decisiveness
8.
Consistency & Versatility
9.
Humility & Confidence
10. Doing & Being
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Facing
Challenges
Future Importance
Need to act
Improving leadership development
Managing flexibility and labor costs Improving performance management & rewards Enhancing employee engagement
Improving employer branding
Delivering on recruiting
Measuring workforce performance
Mastering HR processes
Source: BCG/EAPM 2011
Transforming HR into a strategic partner
On-boarding & retention of new hires
Recruiting the organization
Managing talent
Becoming a learning organization
Managing CSR Managing change & cultural transformation Managing worklife balance
Current Capability 120911_VUCA_RL
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Agenda
Ahead of trends
CLO: The new role
Learning Team: The beginning
Corporate University: Pillars
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Based on
Seven Pillars
1. Strategy setting
5. Curriculum
2. Project planning
6. Learning programs & support
3. Branding 4. Infrastructure
7. Assessment and accreditation 120911_VUCA_RL
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Attaining its
Value Chain
Contribution Model Global Citizen
Industry
Organization
Leadership Commitment
Learning & Development
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Looking for
Business impact
Efficient Measure
Execute
• Cultural outcomes
• Program design & delivery
• Business outcomes • Personal outcomes
Align • Capability planning • Strategy integration • Performance consulting
Efficacious
• Operations • Partnerships
Organize • Technology & infrastructure • Governance & structure • Branding
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Measuring
the created value
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Increase
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Reach more
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Solve
application leaders
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Brand
Is a catalyst that builds meaningful relationships in the minds of the audience by appealing to identity 120911_VUCA_RL
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Brand reduces uncertainties
generating attraction by association 120911_VUCA_RL
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Brand experience goes beyond the brand
Dream Know
Brand Communication
Wish
Place
Talk Feel Interactivity
Brand Experience
Asynchronous
Share Decide Participate
Service
Usefulness
Ask Modify Enjoy
Value
Availability Tailor-made
Belong Come back
It has to give a meaning
to be relevant & unique 120911_VUCA_RL
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AEIOU
to give a meaning
• Anticipate what it’s coming
• Execute with simplicity and effectiveness
• Observe what’s
happening inside and outside your company
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Get into an Innovation continuous process
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Do it right, and become Unique
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Balance is the key
Inbound & Outbound
your area of influence
Offline & Online
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Dialogues
build the balance
• • • • •
Learning team experience Participants experience Professor experience Business experience Strategic alliances experience 120911_VUCA_RL
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Corporate University & Brand
The UC exists to serve corporate identity and business strategies •
In charge of accompanying changes
•
Place and time where you can learn about the organization, business, culture, challenges & projects
•
Accompanies the transformation
•
Shapes a common vision to address the environment
It is a guide and an accelerator
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Brand
& Corporate University
The brand exists to serve corporate identity and business strategies •
Accompanies the transformation
•
Shapes and drives a common vision to address the environment
It is a guide and an accelerator
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71% of Chinese…
…consumers say they buy brands that make them look successful
…and a
Learning Brand can dress you up
be successful to
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Help them grow!
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“And together, develop the forces in charge of finding solutions” Antoine de Saint-Exupéry
Build good links that allow work together, face challenges together and offer shelter Thus, it’s easier to be flexible and accept the unknown
Starting to learn and adding in the way whatever is necessary, may be a strategy in itself
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www.allegro234.net
Thank you!
Roberta Larocca Founding Partner
Cristiรกn Saracco
Founding Partner
For more info: hola@allegro234.net