Slides 16 december corporate universities

Strategy optimization, transformation and renewal through organizational learning Dr. ing. Martyn Rademakers Amsterdam, December 2013

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A strategic imperative of organizational learning

© 2013 Center for Strategy & Leadership

"Only organizations that are able to learn faster than their competitors will be leading in the future."

- Peter Senge

Corporate University Strategy


Organizational learning: Why?


The world becomes more complex

Organizational learning: Why?


Alignment requires learning


Constant alignment with the environment is needed to stay competitive

Ongoing alignment: The ‘commoditization slide’


Virtual Monopoly

Perfect Competition

Competitive Intensity

Low

High

Time

Source: Meyer (2007)

Strategy: A balancing act for constant alignment

Exploitation Optimizing the

current business model


Exploration Renewal beyond

the current business model

Poll

My organization leans over to exploitation

My organization leans over to exploration


Constant alignment and organizational learning

Learning as usual

School strategy

Transformational learning

College strategy

Exceptional

learning

Academy strategy


Sou

rce:

Rad

emak

ers

2014

Strategy implementation

Poll

Learning as usual


Exceptional

learning

Organizational learning in my organization is focused on:

Mars University & the Customized Learning Group

Canon Academy

Shell Project Academy

The College

Ducati Coarse

Philips Lighting University

World-class organizational learning

How do world-class companies around the globe shape and take advantage of organizational learning?

Pride Center

Corporate Universities as drivers of

organizational learning


Your Academy?

Kenya Airways Pride Centre

The Kenya Airways Pride Centre is part of the growth strategy launched in 2010, known as ‘Project Mawingu’. The strategy is to cover 115 destinations and grow the fleet to a total of 120 planes by 2021 (i.e. doubling in size).


Kenya Airways Pride Centre

The Kenya Airways Pride Centre is part of the growth strategy launched in 2010, known as ‘Project Mawingu’. The strategy is to cover 115 destinations and grow the fleet to a total of 120 planes by 2021 (i.e. doubling in size).


Focus Training for cargo handling, maintenance, hospitality, and in particular cabin crew training. Profile The learning hub of Kenya Airlines Reason for existence •  Avoid shortages of staff with the competences and

attitude crucial for the Kenya Airways growth strategy.

•  Secure IATA certification: The license to operate for the company.

IKEA: The College

The IKEA College enables an ambitious growth strategy through codified knowledge transfer. Organizational learning is driven by a ‘flying expert team’ helping to start up IKEA stores around the world, store-to-store best practice sharing, and top-down new product introductions.


Shell Project Academy

The Shell Project Academy was established in 2005, on demand of the CEO, in the face of the increasing complexity of exploration projects for new oil and gas reserves. Vision: competitive advantage would become driven by superior project management capabilities of the organization.


Focus •  Create and maintain a project management

community sufficient in numbers and outperforming the competition.

Profile •  The center of expertise for world-class project

management in the oil and gas industry. Reason for existence •  Build, secure and leverage project

management excellence as a source of sustainable competitive advantage.

Canon Academy Europe

Canon Academy Europe is fully embedded in the organization. Business unit managers represent the Canon Academy in senior management team meetings. The Academy is particularly valuable because its wide network within and outside the international Canon organization.


Focus Creates networks of leaders, experts and ‘test pilots’, and facilitates team sessions for knowledge exchange and strategy implementation. Profile The vehicle for strategy implementation Reason for existence •  Driving strategy implementation •  Accelerating change through learning

Philips Lighting University

Philips Lighting University is part of Marketing, and has been established in 2010 to enable the company to stay abreast of the rapid developments in the LED technology-driven business


Focus •  Remove knowledge barriers that hinder

the Philips Lighting sales and marketing force and their partners to be successful in a new LED-driven era.

Profile ‘The world of lighting is changing fast. We bring speed to knowledge’ Reason for existence •  Achieve that employees want to learn

about new developments in the field of LED to enhance business performance.

Mars University – Customised Learning Group


The Customised Learning Group (CLG) is a separate unit of Mars University, aimed to deliver tailored learning interventions upon request of the Mars business units and divisions.

Focus Seeking trends, assessing needs and delivering interventions to address business challenges of Mars Segments. Profile The innovation arm of the Mars Corporate University Reason for existence •  Helping to break through organizational

silo’s to further knowledge exchange in the quest to find solutions for Mars business challenges.

Ducati Corse: B2B co-operative learning

Ducati Corse is the epicentre of co-operative learning between business units from companies like Shell, Brembo, Bridgestone, and many more. Why ride alone, when there is strength in numbers?


Focus •  To bring together the best talents, businesses

and their technologies, aimed to collectively learn how to set the next performance standards.

Profile •  Industry top player in the industry, which

understands the power of business-to-business co-operation.

Reason for existence •  Source of the newest and best technologies in

the field of high-performance motorbikes.

Constant alignment and organizational learning

Learning as usual

School strategy

Strategy implementation

Transformational

learning

College strategy

Exceptional

learning

Academy strategy


Sou

rce:

Rad

emak

ers

2014

Poll

Learning as usual


Exceptional

learning

My organization would need more:

Focus to lead in corporate learning

Academy strategy

Academy focus

School strategy

Aca

dem

y ac

tiviti

es

School focus

College strategy

Aca

dem

y ac

tiviti

es

College focus

Exploration Exploitation Implementation


School, College and Academy focus in practice

School strategy College strategy Academy strategy

Mars University Canon Academy Europe FCA Academy

‘The College’

Pride center

Project Academy

Lighting University

Customized Learning Group


Corporate Universities: Lessons Learned

1.  Do not try to be everything to everyone. Excel in your area of focus.

2.  Make sure that your corporate university has a clear profile in the eyes of the parent organization members

3.  Top management commitment to organizational learning is indispensible for success.


Canon Academy Europe

‘The College’

Pride center

Project Academy

Lighting University

Mars University, Customized Learning

Group

"Our progress as an organization can be no swifter than our progress in learning"

Slides 16 december corporate universities

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