Richard Dealtry asks the question:

1. Richard Dealtry asks the question: Corporate Universities… …Blancmange or Jelly? What is Your Taste?

2. 60+ years of Corporate University evolution, in many different companies and countries, has produced a wide variety of developmentswith varying degrees of success What is the state-of the-art ? Where are we today? Some Key questions still remain How do we find the right solution for each situation and it’s circumstances Is it a management concept? And how do you interpret the concept in practice? Is it a catalyst for a systemic learning organisation? Who owns It ?

3. Significant changes in all aspects of business and management are in train for the future All companies are having to acquire lifetime corporate university disciplines, if not in name, in management practice This places new demands on intellectual leadership and capacity. What does it look like?

4. Impact of a CEO AppointmentMarket Appreciation of Intellectual Leadership Value PLC Share Price Time

5. Corporate UniversitiesStrategically Linking & Managing External and Internal Intellectual Leadership Perspectives I L I I E I I C I KEY: ILI - Intellectual Leadership Indicator IEI - Intellectual Equity Index ICI - Intellectual Capital Index Ref. Article: “Managing Intellectual Leadership in Corporate Value”

6. Corporate UniversitiesIllustration of Different Value Perspectives - A ICI - Reading Internal Dynamics Performance & Potential Releasing Dynamics low high high high a a A Intellectual Equity Dynamics Advanced Learning Processes A low low low Corporate ImageDynamics high IEI - Reading External Dynamics

7. Corporate UniversitiesIllustration of Different Value Perspectives - B ICI - Reading Internal Dynamics Performance & Potential Releasing Dynamics low high high high b B Intellectual Equity Dynamics Advanced Learning Processes b B low low low Corporate ImageDynamics high IEI - Reading External Dynamics

8. Envisioning Corporate University Demand-led Development Dynamics - the real-time effect Good business demand-led learning performance management can only be achieved if it is supported in-depth by the quick and timely delivery of on-demand up-to date knowledge and pro-active learning services Ref. New Frontiers in Real-time Development, G-ACUA Corporate University Management Action Learning Programme

9. The G-ACUA Portfolio of Design and Development Resources Corporate University ManagementAction Learning Programmes Psychometric Inventories Feasibility Studies Published Works: The Chronologyof Corporate University Thinking Self-Assessment and Peer Review Programme (SAPR) Corporate University Intelligence Services Seminars & Workshops DYNAMIC SWOT ANALYSIS Corporate LicensingEntrepreneurial Platform Strategically-focused Corporate University Design & Application Reviews Global Best Practice Evaluation & Reporting User Surveys and Tracking Studies

10. Richard Dealtry ChairmanG-ACUA - The Global Association of Corporate Universities and Enterprise Academies Web: www.g-acua.orgEmail: richarddealtry@btconnect.com Tel: +44(0)121 429 8995Mob: +44(0)7815 651 830