Shifting the Emphasis from Training to Learning

1. Shifting the Emphasis fromTraining to Learning Diana ZarazuaEmployee Learning DirectorAlcatel-Lucent University ECU ForumLondon (Feb 10-11)

2. “Transitioning from Training to Learning” Victor Agnellini Senior Vice-PresidentAlcatel-Lucent University Peter Declercq Senior Learning Consultant Jerilyn Wagner Senior Learning Consultant

3. Transforming Alcatel-Lucent I want this company to be known for one word, and that is transformation. All of our customers will have to go through transformation – massive transformation. We should be the guys they go to because we have the services. Ben Verwaayen, October 2009 In 2009 Ben Verwaayen and the Alcatel-Lucent Management Team embarked on a three-year company-wide transformation to transition Alcatel-Lucent to industry leadership: • Become a fully engaged partner and valued consultant working with our Customers • Act as one organization, flexible and able to respond with innovative technological solutions • Execute flawlessly on our deliverables optimizing operational efficiencies while growing our business Ben VerwaayenChief Executive Officer

4. Alcatel-Lucent University provides customers and employees with targeted learning services that support the ALU strategy to achieve industry leadership through strategic pillars: Alcatel-Lucent University Key Facts 18 training centers worldwide 1.7M student hoursdelivered (2010) 120,339 unique students in 167 countries (2010) Chartered with improving employee/organization performance by increasing certification and/or accreditation of ALU professionals Streamlined customer portfolio of the top products & solutions

5. 1 2 Alcatel-Lucent University Transitioning from Training to a Learning Environment Provide Learning Consultants with the skills to proactively manage relationships with business leaders, support organizational transformation and define learning solutions. Build skills & competencies of ALU employees with global “People@Alcatel-Lucent” initiatives. Includes accreditations, certifications, and focused learning tracks for specific job functions and roles. Two key University initiatives that support the company’s strategic transformation and move to a learning solutions environment.

6. Alcatel-Lucent Learning Consultants (LC) Address ALU Strategy • Link to ALU Corporate Executives and their teams, LCs function as part of that organization to understand the issues and challenges and help offer more timely and targeted learning solutions. • Collect and analyze data to assess current and future state organizational capabilities and define and introduce programs to help the business change and grow. • Lead activities focused on defining jobs, skills, and competences in line with the goals of the business. Analyzes the skills/competencies to define when learning is needed. • Define requirements for the design of needed organizational learning programs. • Facilitate leadership meetings and workshops enabling teams to understand and adopt new behaviors for their business. • Set up change and development programs from design to implementation through evaluation to address the level of business impact.

7. Learning Results Alcatel-Lucent Learning Consultancy - A Standard Model What We Want What We Measure Goal /Problem Impact Change Org Learning Consultant Worksituation Analysis & Design Performance Doing Skills Ability Execution University Learning Dev Learningintervention Learningprocess Learning Event Based on Kessels and Smit 8-Field Model

8. Learning Consultants Professional Accreditation Plan Intake/briefing VirtualLearning ResidentialSession VirtualLearning Accreditation Process Jury Review Specific topics, preparedand ‘taught’ by subteams 5 days team learning Prep TopicsJoint Learning As Is Constant COACHING by close or remote accredited LC One or more REAL LC Projects to work on

9. Alcatel-Lucent Learning Consultant Global Network TOTAL NUMBER BY MAJOR COUNTRIES

10. People@Alcatel-Lucent: Learning through Professional Accreditation People@Alcatel-Lucent is a business and people development transformation program aimed at equipping the company with the right set of competencies and skills, to make ALU a future market leader. Aligned with workforce planning to allow Alcatel-Lucent to ensure the right people, at the right place, at the right time. People@Alcatel-Lucent focuses on key jobs that will allow the company to make a difference and increase value to our customers. People@Alcatel-Lucent process: • Job Mapping • Building a development plan • Preparing an accreditation application • Undergoing a rigorous accreditation process

11. To invest in professional development 2 3 1 To develop product/solution knowledge To develop technicalexpertise Three Complementary Approaches to Develop Our Number One Asset: our People 18Programs IP, LTE, IMS Certification Programs

12. People@Alcatel-Lucent BENEFITS FROM PROFESSIONAL ACCREDITATION For Employees • Build and sustain professional expertise • Reinforce development path and mobility • Improve marketability For Alcatel-Lucent • Position our company to better compete in the market • Increase credibility with our customers • Motivate and retain highly talented professionals For our Customers • ALU employees developed through industry best practices • Better execution & delivery • Solid knowledge base in building relationships • ALU employees better prepared as advisors for our customers need to transform

13. People@Alcatel-Lucent Update Grew accredited candidates in one year by 167% through People@Services Program expansion planned for FY11- creating one overall simplified worldwide program offering professional accreditation and growth opportunities through-out Alcatel-Lucent University 324 People@Services professionals achieved accreditation in 2010 Expanded the People@Alcatel-Lucent program in FY10 to include People@R&D and People@Sales

14. Questions & Answers

15. www.alcatel-lucent.com