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Corporate University Readiness index. Frans van Heerden Consultant Kuwait Oil Company. Corporate Universities. “If I have to solve a problem, I will spend 80% of my time understanding it and twenty percent of my available time to solve it” Albert Einstein. Corporate Universities.
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Corporate University Readiness index Frans van Heerden Consultant Kuwait Oil Company
Corporate Universities “If I have to solve a problem, I will spend 80% of my time understanding it and twenty percent of my available time to solve it” Albert Einstein
Corporate Universities Word is derived from the Latin: ‘universitas et scholarium ” Which means: “community of teachers and scholars”
Corporate Universities Defined “ A corporate university is an educational entity that is a strategic tool designed to assist its parent organization in achieving its mission by conducting activities that cultivate individual and organizational learning, knowledge and wisdom” Allen, M
Corporate Universities Functions of Corporate universities: Needs assessments Designing of learning processes Delivering learning content Embracing and delivering e-learning and blended learning Strategic change interventions Culture change interventions Combat corporate amnesia
Corporate Universities Limitations of e-Learning Is not a panacea to corporate learning Brick and mortar structures are part of the learning process “One-size-fit-all” is not the answer Blended learning inevitable
Corporate Universities The strategic contribution of Corporate universities: Reinforcing and perpetuating behavior Managing change Driving and shaping the organization The ethos of a “university”
Corporate Universities Readiness for a corporate university: The status of the HR function Clear understanding of the roles, functions and responsibilities of the different elements of an existing HR function An existing, effective and efficient learning management system (Limited “red-tape”) Well developed information technology support system A well developed learning quality system
Corporate Universities Readiness for a corporate university: An unequivocal and total company support for a Corporate University Aligned business units and the minimum of ulterior political motives Credible gap analysis processes A strong and healthy learning culture A robust and evolving organization strategy
Corporate Universities Myths about Corporate Universities: Renaming of the Training Department E-learning institution Limited utilization and to the exclusive use of the elite leadership of the organization A static unit, processes and organism Corporate universities are all the same. No!
Corporate UniversitiesLessons from Royal Dutch Shell Background: • Established the corporate university 2000 • Had a need to work hard at Knowledge Management and improve how they deal with it • They respond to their need for: • Skilled • Flexible • Global workforce
Corporate UniversitiesLessons from Royal Dutch Shell Drivers for change: Change in exploration and production Uncertain oil market Continued and accelerated development of new technologies A global workforce Changes in the need for individual development The need for meaningful partnerships in the world of learning The need for skilled, flexible and global workforce
Corporate UniversitiesLessons from Royal Dutch Shell The response of Shell: Established “Exploration and Production Open University” Provided the facilities to learn( buildings, processes, systems an methodologies Inclusion of other major players in the industry
Corporate UniversitiesLessons from Royal Dutch Shell What did Shell do then? Revisited their existing skill portfolios Continuous efforts to update it and test it for its relevancy Had a global view of it – discipline specific leaders all over the world all evaluated and refined. Senior members of staff refined the skill portfolios A global network Shell Skill Pool Managers contributed to a global approach to the skill issues
Corporate Universities What did Shell do then? Skill Pool Managers worked closely with operating and line units Accept that learning is a process and not an event Have established a strong link between working and learning Preparation for the learning event ensured that learners were all on the same standard when the actual learning commence Distinguished clearly between Instructor led and Technology based learning
Corporate Universities The contribution of Shell Provides a reference point Allows for benchmarking A clear example of how the Corporate University integrates with day to day business activities.
Corporate Universities Quo Vadis? It is not a passing fad nor a fashion Global competitiveness will be have its roots in these institutions One size will not and can not fit all Traditional education processes is failing industries
Corporate Universities Questions
