"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
3. Agenda
Ahead CLO: Learning Team: Corporate
of trends The new role The beginning University: Pillars
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4. Sub-Agenda
Corporate University
Corporate Social
Responsibility
Next
Management
VUCA
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5. The current world is…
Volatile
Uncertain
Complex
Ambiguous
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6. Volatile
• Rapid technological change
• Increasing global interconnections
• Climate change
• Population growth and global age
• Income disparities
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10. 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
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11. Sub-Agenda
Corporate University
Corporate Social
Responsibility
Next
Management
VUCA
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13. An organizational
answer. Cont’
Change your mind
From To
• AEIOU (Anticipate, Execute, Observe…
Innovate, be Unique)
• A continuous process of sensing and rapid
response
• Build platforms for capturing signals from the
Traditional strategic external environment and within the
planning that happens organization
at specified times
• Create capacity for filtering and pattern
recognition (sense-making)
Best tools: weave together human and machine
intelligence and allow for amplification of both
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14. An organizational
Answer. Cont’
Next Management
• Thinking & Doing are
together
• Work, learning &
Innovation are together
• People, teams,
organizations:
Everybody has to learn
Changes!
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15. 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
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16. 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
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17. Sub-Agenda
Corporate University
Corporate Social
Responsibility
Next
Management
VUCA
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18. 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
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19. ¿Is there a link between
RSC and Learning?
V
U Corporate
C University
A
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20. Sub-Agenda
Corporate University
Corporate Social
Responsibility
Next
Management
VUCA
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21. 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
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23. 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
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24. Agenda
Ahead CLO: Learning Team: Corporate
of trends The new role The beginning University: Pillars
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26. 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
“Our success is to have
5. Involving things ready before
6. Sustaining anybody asks for them”
Xavier Coll
Director HR
H. Miller said organizational learning Caixabank, Spain
is at the heart of many of these areas
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28. 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)
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29. 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
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30. “When you think about the
CLO strategy for learning and
as Chief Change Officer 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
32. Agenda
Ahead CLO: Learning Team: Corporate
of trends The new role The beginning University: Pillars
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33. Learning
for VUCA’s Workforce
Globalization Complexity Shorter shelf life of knowledge
Increased competition Emerging trends
Different generations in the workforce Uncertainty
Fuel the need for People expects
the constant organization
reskilling to continuously build
the capabilities that help
and up-skilling
them on the cutting
of the workforce edge of their profession
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34. 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
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36. 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
37. Learning Teams
Four Changes
1. Cultivate «being»
2. Multicultural
effectiveness
3. Appreciate individual
uniqueness in the
context of cultural
differences
4. Becoming adept at
managing paradoxes
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38. 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
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39. Facing
Challenges Managing Improving Managing
leadership talent
flexibility and
labor costs development
Improving
performance
management
& rewards Enhancing
Transforming HR
Future Importance
employee
into a strategic
engagement
partner
Improving
On-boarding &
employer
retention of
new hires
branding
Delivering on Measuring
recruiting workforce
performance Becoming a
learning
Need to act organization
Managing CSR
Mastering HR
processes Managing change
& cultural
Recruiting the transformation
organization
Managing work-
life balance
Source: BCG/EAPM 2011 Current Capability
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40. Agenda
Ahead CLO: Learning Team: Corporate
of trends The new role The beginning University: Pillars
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41. Based on
Seven Pillars
1. Strategy setting 5. Curriculum
2. Project planning 6. Learning programs &
support
3. Branding 7. Assessment and
4. Infrastructure accreditation
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47. Brand experience
goes beyond the brand
Dream
Know
Brand
Communication Place
Wish
Talk
Feel
Interactivity Asynchronous Share
Brand
Experience Decide
Participate
Usefulness Service Ask
Modify
Enjoy
Value Availability
Belong
Tailor-made Come back
48. It has to give
a meaning
to be relevant & unique
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49. 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
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50. Balance
is the key
Inbound
& Outbound Offline
your area & Online
of influence
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51. • Learning team experience
Participants experience
Dialogues •
• Professor experience
build the balance • Business experience
• Strategic alliances experience
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52. 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
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53. 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
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54. …consumers say
71% of they buy brands
Chinese… that make them
look successful
…and a
Learning
Brand can
dress you up
beto
successful
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56. “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
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57. www.allegro234.net
Thank you!
Roberta Larocca Cristián Saracco
Founding Partner Founding Partner
For more info:
hola@allegro234.net