Alstom University Case Study: Learning to Support Growth

Topics: 2011 GLC, Organize, Governance & Structure, Execute, Partnerships

Contents

Alstom is a world leader in supplying the needs of the power generation, power grid and rail transportation industries. The company almost went bankrupt in 2003, but has since grown to a company with 93,500 employees and revenues of €20.9 billion in 2010/2011. Even during its hardest times, however, the company continued to train employees. The problem was that the learning was scattered and uneven and would not properly support a company that was embarked on a major rebuilding effort and moving into new markets and market sectors. Alstom University (AU) was tasked to create a new learning structure that could respond to those business challenges while imparting the company's three shared values of trust, team, and action. 

Alstom University was established in 2007. Given the world-wide reach of the company, the decision was made early on that the university would not build an elaborate campus, relying instead on small staff groups that could be created as needed in new markets and who could deliver required learning through classroom training, distance learning, seminars, events, simulations, and a unique video sharing platform. AU also integrated and developed a collaborative culture — known as the "Alstom Collaborative Way". The Alstom Executive Committee and the HR Executive Team determine the overall strategic direction of AU. The university also established a Global Learning and Networking Council made up of representatives of the business sectors, and a unique Partners Advisory Board to gain insight into external advances in learning. 

At Alstom today, learning is a fundamental component of the business. From the start, AU shared its results through an annual report that has consistently shown both an increased use of its assets and a decrease in the costs for learning. Because business leaders understand the value of the corporate university, AU continues to contribute in new ways to the growth of the company. It is continually solicited to present to potential and current Alstom customers, its Know-How model (competencies) has been integrated into the Performance Management cycle, knowledge sharing has increased dramatically thanks to attention to the Alstom Collaborative Way, and most recently, AU played a significant role in the integration plan of the company's acquisition of the 20,000 employee Alstom Grid Sector. 

Members of CorpU can watch the presentation and read more detail about these award-winning efforts.