This document discusses the evolution of corporate universities from their origins to present challenges. It begins by outlining shifts in expectations from CEOs and macroeconomic conditions that have impacted corporate universities. Specifically, CEOs now expect stronger alignment with strategic objectives and measurable ROI while facing pressures to reduce costs. The document then profiles the history of corporate universities from their origins in the 1990s to periods of growth and consolidation. It outlines changing talent and learning needs driven by workforce demographics, skills shortages, and demands for alignment, efficiency and speed. The presentation calls for redefining corporate universities, developing robust operating models, and positioning them to contribute strategically and to academia through research. It encourages participants to discuss views and ideas to help corporate universities

1. Corporate University
Successes
&
Challenges
CLO India Summit
12th Sept, 2013
Harlina Sodhi
Senior Vice President – Reliance Industries Ltd
Head - Employee Engagement, Communication & Diversity
Head - Human Resource Academy

2. Journey so Far…
1. CEOs expect strong Alignment with Strategic objectives, Greater
Accountability and Measurable ROI.
2. They don’t care about Competency Models as much as they care
about Production Quotas, Sales figures, and Market share……
3. Increasingly CXO’s are turning toward Corporate U-universities as the
most Viable and proven Solution to these Challenges.”
1. We don’t have so much money to spend on “Cost Centres”. We are
Reducing the Training Budgets
2. I don’t care about your training hours or Efficiency metrics. Stop taking
my People away from Work
3. Times are tough….We need to focus on Business, Financials and our
Talent Challenges. Let’s review L&D some other time !
Death of Corporate Universities
Dawn of Corporate Universities
Forbes - 1999

3. Socio-Economic-Political Scenario
2003 - 2009
• Economic Growth
• Business Expansion
• Global Competition
• War for Talent
2000 - 2002
• Layoffs
• Down Economy
• Co’s Consolidation
• Talent Surplus
• Brick & Mortar
• Faculty & Central programs
• Staffing for peak loads
• Publishing a Calendar
Old Money New Money
• Technology Infrastructure
• E Learning & Online Content
• Tools – iPads, SmartPhones
• Social Learning Platforms
What’s the Macro-Economic Scenario ?
Where’s the Money going ?
2010 - 2013
• Global Recession
• Weakening Rupee
• Shrunk Job Market
• Political Unrest

4. Dramatically Changing Talent Landscape
Rapidly Changing
Workforce
Shift in
Demographics
Shortage of
Skilled Labor Pool

5. Winds of Change “R” Blowing….…
We double in size every 5 years. Keeping up
with the leadership pipeline is our biggest
challenge – Fortune 500 Financial Services
Company
How do we reach our target audience who are
increasingly busy with a cost-effective & timely
solution ? – Fortune 100 Manufacturing
Company
How do we cross silos to create enterprise
level impact and stay aligned with line
management to ensure relevance and value ?
– Fortune 100 Oil & Gas Company
Alignment
Efficiency
Speed

6. Academy
Demystified - Corporate University
Training
Centre
Learning
Campus
University
Learning
Organization
1
2
3
4
5

7. Paradigm Shift in way that C.Universities work
From “U going to the University to be trained TO University coming to U !!!
Training as Corporate Education
Technology to reduce Costs
Program Centric Processes
Selected for Features
A Project or a work in Process
Courses in the Catalogue
Running the Courses
A function within HR, Centralized,
Separate & Independent
Training as Business Tool
Technology as Enabler
Service Centric Processes,
Highly Consultative
For Supportability & Scale
Central to everything &
Highly Actionable
Aligned and working together
to solve Business Problems
Content is everywhere
Serving User Needs &
thereby Customers & People
From To
Focus
Technology
Processes
Tools
Measurement
HR Linkage
Content
Org Focus

8. Iconic Corporate Universities

9. Success Story – General Electric Co
• Crotonville was set up in 1956…It is a 53-acre Corporate Learning
Campus of GE
• It was renamed as “John Francis Welch Leadership Center” in 2001
• America's 1st Corporate University and a Symbol of GE's
Commitment to Lifelong Learning.
• Crotonville is the place where Jack Welch drove Business Initiatives.
• Jack often said that - Crotonville is a Glue that holds GE together.
• It serves as a megaphone for the GE culture and It aids Maintenance
of a Corporate Culture even when spread over Diverse geographies
GE invests >$1 billion every year on Developing Future
Global Leaders !!!

10. Challenges – Call to Action
 Let’s clear the muddy water and get out a Clean and Clear
definition of Corporate university
 We must develop a robust Operating Model with detailed
Work Streams to enable set up of standard Corp. Universities
 Its time to help Organizations not just from tactical and
operational perspective but Strategic !
 Our Corporate Universities should begin to contribute to
“academia” by getting into Research and Analysis
 Its time for us @ Learning Org’s to “March Ahead” & award
Degrees accredited by Ministry of Human Resources !!!

11. Ask Questions….Share your Views….
Contribute Ideas – Enrich the Discussion
Harlina Sodhi
Senior Vice President – Reliance Industries Ltd
Head - Employee Engagement, Communication & Diversity
Head - Human Resource Academy