CorpU

More Programs and Less Measurement Reflect an Unsustainable Trend

Does the CorpU 12th Annual Awards Program applications tell us anything about learning innovation? Indeed they do. In a nutshell, they show that learning organizations are focusing energy and resources on a variety of new programs, but not so much on measuring the effectiveness of the programs being implemented. After 12 years of giving out awards for Excellence and Innovation in corporate learning, the dramatic increase in the number of applications received in the Launching category is noteworthy. However, there seems to be significantly less innovation going on in the very important Measurement category. Why is this trend important? Because ... Read More »

11 Feb 2011

Curate Your E-Learning Library for Organizational Impact

E-learning is well over a decade old and has come a long way from its simplistic, PowerPoint-based roots. Increased interactivity, virtual classrooms and simulations are fast becoming the norm, while software and authoring tools are becoming more sophisticated and easier to use. In spite of the improvements in presentation and design capabilities, most companies do not take stock of their e-learning library of content even when they have a process to review and evaluate the catalog of other types of learning available across the organization. In order to meet ever-changing company goals, strategies, and workforce performance needs, you should review ... Read More »

13 Jan 2011

The Rapidly Changing Global Environment

Globalization is a complex topic that many business leaders commonly misinterpret as internationalization, which is the process of exporting goods and services internationally. Jagdish Bhagwati, University Professor at Columbia University and special advisor to the UN on Globalization, states “economic globalization constitutes integration of national economies into the international economy through trade, direct foreign investment…short-term capital flows, international flows of workers and humanity, and flows of technology.” Technology and the Internet are the driving forces in the current rise of globalization, and when combined with the rise of emerging countries – Brazil, Russia, India, and China – new pressure is put ... Read More »

13 Dec 2010

Q&A: What Do Effective Learning Organization Mission and Vision Statements Look Like?

Businesses around the globe try to describe their corporate strategy using mission and vision statements. Learning organizations also need a clear statement of what, where and how learning solutions are going to contribute to the strategic goals of the company. Many learning organizations have yet to make the move towards devising and communicating a mission and vision, preferring to go about the business of creating courseware and training programs without taking the time for this critical step. Read More »

7 Dec 2010

Recorded Broadcast: Reducing Confusion, Redundancy, and Inefficiency: The Boeing Companys LMS Consolidation Initiative

This is a recording of the web broadcast from Corpu on 18 November 2010. Just owning technology does not drive business strategy. Using technology efficiently and effectively, however, can. The Boeing Company (Boeing), with over 158,000 employees in over 70 countries, has one of the most complex and diverse global corporate workforces in the world. Unfortunately, acquisitions, mergers, and company growth resulted in the company having over 40 different learning management systems (LMSs) that delivered and tracked critical training, such as technical certification. Unable to effectively oversee corporate learning data with this patchwork of technology, the Boeing Learning, Training ... Watch Video »

18 Nov 2010

Reducing Confusion, Redundancy, and Inefficiency: The Boeing Companys LMS Consolidation Initiative

Just owning technology does not drive business strategy. Using technology efficiently and effectively, however, can. The Boeing Company (Boeing), with over 158,000 employees in over 70 countries, has one of the most complex and diverse global corporate workforces in the world. Unfortunately, acquisitions, mergers, and company growth resulted in the company having over 40 different learning management systems (LMSs) that delivered and tracked critical training, such as technical certification. Unable to effectively oversee corporate learning data with this patchwork of technology, the Boeing Learning, Training and Development (BLTD) function decided to consolidate those systems. Read More »

18 Nov 2010

Strategic Business Alignment Tool-How to Interview Senior Leaders to Understand Business Needs

Aligning learning to business strategy is an essential element in the development of a new learning organization, the creation of a new course or curriculum that reflects changes in a company’s business, or the implementation of corporate culture change. Based on ten years of CorpU experience helping companies create aligned learning organizations, the strategic business alignment process and tools presented here enable the learning team to develop plans that reflect strategic business priorities. Read More »

12 May 2010

Plastipak Case Study: Aligning Learning, Building Trust

Strategic alignment to the business is a critical element of corporate learning success. This case study describes how Plastipak Academy uses an impact mapping process to assure that executives, supervisors, participants and facilitators have a clear vision of the business results expected from each learning experience. That business focus has resulted in a respected, trusted learning organization that is considered a strategic partner to the business. Read More »

7 May 2010

Get Boardroom Ready: The Hidden Value of Benchmarking

Using benchmarking data to build advocacy of L&D is an art. It isn’t as simple as just throwing some bar charts into a PowerPoint slide deck and hoping the executives “get it.” In this webinar, “Benchmarking Artists” from award winning learning organizations such as Mars, Inc. and Farmers Group will provide you with their own unique and practical methods for selecting, presenting, and explaining benchmarking data in a way that will both grab and keep the attention of your Executives. Whether you are proposing learning solutions or presenting an argument for the strategic relevance of your learning organization, you can use benchmarking data in a dramatic and influential manner. Read More »

22 Oct 2009

Are You Sure You Have a Strategy?

This is a presentatin at the 2010 Global Leadership Congress. Here is an overview of points made during the talk: At the 500-foot level, strategy is about the big picture and competitive advantage A little strategy goes a long way because strategy shapes an organization At the 50-foot level, strategy drives concrete initiatives, performance goals and measurements Strategy requires both focus and experimentation And yet... Strategy is a homeless discipline “Truck drivers don’t read annual reports” So, communicating the strategy of a business must become a consistent part of all communication--external and internal Read More »

25 Feb 2009

The Power of Behavioral-Based Leadership and Learning

The Power of Behavioral-Based Leadership and Learning is a presentation from the CorpU 2010 Global Leadership Congress by Karen Kocher, CLO at Cigna. Karen covered the following points: Background on CIGNA CIGNA Business Strategy Behavior-Based Learning and Leadership What it is Benefits provided Two CIGNA case studies Where we are today Where we’re headed Read More »

25 Feb 2009

Unisys - Rapid Content Development

The training department at Unisys needed to retrain its worldwide sales force through thirteen very specific courses, but only had eight weeks to complete the task. With a small training department, the team needed to carefully manage scarce resources to finish on time.Earlier in the year the training department had developed a questionnaire template they could send to subject matter experts. This document would extract the specific information they would need to design the courses. Because the task was so daunting and the information collected had to be accurate, David Wesley Tonkin and Robert A. Ruscoe probably put more ... Watch Video »

25 Mar 2008

Strategy Integration