1 / 18

The Corporate University Challenge

The Corporate University Challenge. prof.drs. R. Sybren Tijmstra EFMD Executive Education Network Madrid September 14, 2000. CU Learning Group;some Reflections. Reasons for this trend How strategic is the approach? Way to assure strategic approach;BSC

adonai
Download Presentation

The Corporate University Challenge

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Corporate University Challenge prof.drs. R. Sybren Tijmstra EFMD Executive Education Network Madrid September 14, 2000

  2. CU Learning Group;some Reflections • Reasons for this trend • How strategic is the approach? • Way to assure strategic approach;BSC • Relationship with executive education centres • Strategic purchasing approach • Partnering challenge TIMS Consultancy

  3. Reasons for this Trend • Human assets more important • Personal-team-organisational development • Direct operational pay-off training (ROI) • Concentration trends-one corporate culture • E-learning • Image labour market (employability) • Dissatisfaction external providors TIMS Consultancy

  4. Strategic Approach? • Fancy name for training department • E-learning only driver • Specific projects;new operational skills • Limited strategic approach;support existing operations • Full strategic role (linked with future centre,knowledge management,enlarged enterprise,labour market image etc..) TIMS Consultancy

  5. VISION/STRATEGYCU Balanced Scorecard What are your financial objectives? What operational process do you intend to use? What market are you serving? How do you support innovation in the organisation? TIMS Consultancy

  6. Financial Performance Market Performance VISION/STRATEGYCU Balanced Scorecard Process Performance Participants Personnel/MD Staff Line Management Top Management Innovation Performance Support Learning Organisation Networking Synergy TIMS Consultancy

  7. Market Performance Innovation Performance Participants Support learning organisation Reach Satisfaction Retaining Career Growth Performance VISION/STRATEGYCU Balanced Scorecard Networking Personnel/MD Staff Acceptance Co-operation Interaction after the programme Line Management Synergy Link strategy to objectives Bottom line Successful joint ventures Successful integration of acquisitions Successful partnering Top Management Increased effectiveness of the organisation TIMS Consultancy

  8. Financial Performance Market Performance Process Performance VISION/STRATEGYCU Balanced Scorecard Labour Market Suppliers Customers External Non Related Parties Innovation Performance Link with Competence Models Self-fulfillment Aligned with Corporate Objectives Knowledge Management (Explicit/Tacit) TIMS Consultancy

  9. Market Performance Innovation Performance Labour Market Competence Models Image Attractiveness Improved performance CU Balanced Scorecard Self-Fulfillment Suppliers Satisfaction Entrepreneurship Drive Strengthened links Customers Knowledge Management Strengthened links Spread of explicit knowledge Unlocking tacit knowledge External Non-Related Parties Contribution to enlarged entreprise Contribution to self funding TIMS Consultancy

  10. Process Finance Define scope Needs analysis Central vs. decentral Percentage of self funding Percentage of external customers Return on investment VISION/STRATEGY CU Balanced Scorecard Speed of role-out Project based activities Virtual vs. residential Structure of programme offerings Choice of didactical approach and tools In- versus out-sourcing Long term sustainable growth Short term payoff intervention approaches External recognition: Alliances with educational institutions Logistics Risk management tool TIMS Consultancy

  11. Relationship with Executive Education Centres • Needs analysis • Programme design • Didactical approach • Programme management • Delivery • Degree recognition • PARTIAL OUTSOURCING TIMS Consultancy

  12. Partial Outsourcing • Control • Service classification • Purchasing classification & behaviour • Different intensity of steering TIMS Consultancy

  13. Strategic Risk & Competitive Advantage Strategic control Moderate control Potential for Competitive Edge Low Moderate High Low control Low Moderate High Strategic Risk of Outsourcing TIMS Consultancy

  14. Service Classification High • Leverage Items • Low supply risk • Strategic Items • High supply risk Importance of Purchasing • Non-critical Items • Low supply risk • Bottleneck Items • High supply risk Low High Complexity of Supply Markets TIMS Consultancy

  15. Service Classification • Leverage Items • Low supply risk • Interchangeable • Strategic Items • High supply risk • Partnerships Importance of Purchasing • Non-critical Items • Low supply risk • Efficient buying • Bottleneck Items • High supply risk • Security of supply Complexity of Supply Markets TIMS Consultancy

  16. Purchasing classification & behavior Importance of Purchasing Relational Leverage Strategic Strategic Quantum Leap Commercial Non-critical Bottleneck Transactional Complexity of Supply Markets TIMS Consultancy

  17. Different intensity of steering “Delegate” Active Steering Importance of Purchasing Relational Leverage Strategic Strategic Quantum Leap Commercial Non-critical Bottleneck Transactional “Centralize” Complexity of Supply Markets TIMS Consultancy

  18. Partnering Challenge • Open communication • No hidden agenda’s • Empathy • Real co-makership • Becoming part of each others value chain • Trust • Each others competitors? TIMS Consultancy

More Related