Page 1

Think as a Corporate University The Branding Approach

Roberta Larocca & Cristiรกn Saracco September 2012


120911_VUCA_RL

1


Agenda

Ahead of trends

CLO: The new role

Learning Team: The beginning

Corporate University: Pillars

120911_VUCA_RL

2


Sub-Agenda Corporate University

Corporate Social Responsibility

Next Management

VUCA

120911_VUCA_RL

3


The current world is‌

Volatile Uncertain Complex Ambiguous

120911_VUCA_RL

4


Volatile

Rapid technological change

Increasing global interconnections

Climate change

Population growth and global age

Income disparities

120911_VUCA_RL

5


Uncertain

Low-probability but large-impact events

Extreme weather conditions –

Floods

Earthquakes

Rapid political shifts

Infrastructure failures –

Fukushima

120911_VUCA_RL

6


Complex

Three Generations together

• Baby Boomers • Gen X • Millennials 120911_VUCA_RL

7


Ambiguous

120911_VUCA_RL

8


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

120911_VUCA_RL

9


Sub-Agenda Corporate University

Corporate Social Responsibility

Next Management

VUCA

120911_VUCA_RL

10


An organizational answer Change your mind

Focusing on what’s

important

rather than what’s simply

120911_VUCA_RL

new

11


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

12


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

13


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

120911_VUCA_RL

14


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

15


Sub-Agenda Corporate University

Corporate Social Responsibility

Next Management

VUCA

120911_VUCA_RL

16


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

120911_VUCA_RL

17


多Is there a link between

RSC and Learning?

V U

Corporate

C

University

A 120911_VUCA_RL

18


Sub-Agenda Corporate University

Corporate Social Responsibility

Next Management

VUCA

120911_VUCA_RL

19


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

120911_VUCA_RL

20


21


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

120911_VUCA_RL

22


Agenda

Ahead of trends

CLO: The new role

Learning Team: The beginning

Corporate University: Pillars

120911_VUCA_RL

23


Leader’s answer Anticipation skills

Vision Understanding Clarity Agility Innovate & make the most of opportunities

120911_VUCA_RL

24


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

120911_VUCA_RL

25


Who can guide?

120911_VUCA_RL

26


The changing role of the CLO

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)

120911_VUCA_RL

27


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

120911_VUCA_RL

28


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

120911_VUCA_RL

30


Agenda

Ahead of trends

CLO: The new role

Learning Team: The beginning

Corporate University: Pillars

120911_VUCA_RL

31


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

120911_VUCA_RL

32


Skills

for the future workplace •

Sense making

Social intelligence

Novel & Adaptive thinking

Cross cultural competency

Computational thinking

New media literacy

Transdisciplinarity

Design mindset

Cognitive load management

Virtual collaboration

120911_VUCA_RL

33


Confidence Circles In-Out

Society

No client

Client

Employee

120911_VUCA_RL

34


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

120911_VUCA_RL

36


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

120911_VUCA_RL

37


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

38


Agenda

Ahead of trends

CLO: The new role

Learning Team: The beginning

Corporate University: Pillars

120911_VUCA_RL

39


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

40


Attaining its

Value Chain

Contribution Model Global Citizen

Industry

Organization

Leadership Commitment

Learning & Development

120911_VUCA_RL

41


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

120911_VUCA_RL

42


Measuring

the created value

Increase

Reach more

Solve

application leaders

problems faster 120911_VUCA_RL

43


Brand

Is a catalyst that builds meaningful relationships in the minds of the audience by appealing to identity 120911_VUCA_RL

44


Brand reduces uncertainties

generating attraction by association 120911_VUCA_RL

45


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

47


AEIOU

to give a meaning

• Anticipate what it’s coming

• Execute with simplicity and effectiveness

• Observe what’s

happening inside and outside your company

Get into an Innovation continuous process

Do it right, and become Unique

120911_VUCA_RL

48


Balance is the key

Inbound & Outbound

your area of influence

Offline & Online

120911_VUCA_RL

49


Dialogues

build the balance

• • • • •

Learning team experience Participants experience Professor experience Business experience Strategic alliances experience 120911_VUCA_RL

50


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

120911_VUCA_RL

51


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

120911_VUCA_RL

52


71% of Chinese…

…consumers say they buy brands that make them look successful

…and a

Learning Brand can dress you up

be successful to

120911_VUCA_RL

53


Help them grow!

120911_VUCA_RL

54


“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

120911_VUCA_RL

55


www.allegro234.net

Thank you!

Roberta Larocca Founding Partner

Cristiรกn Saracco

Founding Partner

For more info: hola@allegro234.net

Thinking as a Corporate University  

The Branding Approach

Read more
Read more
Similar to
Popular now
Just for you