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

Page 6

© 2013 Center for Strategy & Leadership

Corporate University Strategy

Page 7


Organizational learning: Why?

The world becomes
more complex

Page 8


The world becomes more complex

Page 9


Organizational learning: Why?
Alignment requires
learning

Constant alignment with the environment is
needed to stay competitive

The world becomes
more complex

Page 10


Ongoing alignment: The ‘commoditization slide’

Virtual
Monopoly

Low

Competitive
Intensity

High
Perfect
Competition
Time
Source: Meyer (2007)

Page 11


Strategy: A balancing act for constant alignment

Exploitation
Optimizing the
current
business model

Page 12

Exploration
Renewal beyond
the current
business model


Poll

My organization leans
over to exploitation

Page 13

My organization leans
over to exploration


Constant alignment and organizational learning
Strategy
implementation

School strategy
Page 14

Transformational
learning

College strategy

Exceptional
learning

Academy strategy

Source: Rademakers 2014

Learning
as usual

Poll
Organizational learning in my organization is focused on:
Learning
as usual

Transformational
learning

Exceptional
learning

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

Shell Project
Academy
Canon Academy

Pride Center

The College

Corporate Universities
as drivers of
organizational learning

Mars University & the
Customized Learning Group
Page 16

Philips
Lighting
University

Ducati
Coarse

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).

Page 17


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.

Page 18


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.

Page 19


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.
•  Build, secure and leverage project
management excellence as a source of
sustainable competitive advantage.
Page 20


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
•  Driving strategy implementation
•  Accelerating change through learning

Page 21


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’
•  Achieve that employees want to learn
about new developments in the field of
LED to enhance business performance.
Page 22


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
•  Helping to break through organizational
silo’s to further knowledge exchange in
the quest to find solutions for Mars
business challenges.
Page 23


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.
•  Source of the newest and best technologies in
the field of high-performance motorbikes.
Page 24


Constant alignment and organizational learning
Strategy
implementation

School strategy
Page 25

Transformational
learning

College strategy

Exceptional
learning

Academy strategy

Source: Rademakers 2014

Learning
as usual

Poll
My organization would need more:
Learning
as usual

Transformational
learning

Exceptional
learning

Focus to lead in corporate learning

Academy
activities

School
focus

School strategy

Page 27

Academy
focus

Exploration

Academy
activities

Implementation

Exploitation

College
focus

College strategy

Academy strategy


School, College and Academy focus in practice

Lighting
University

Pride center

‘The College’

Mars University
School strategy

Page 28

Project
Academy

College strategy

Customized
Learning
Group

FCA Academy
Academy strategy


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.

Page 29

Pride center
Project
Academy
‘The College’

Mars University,
Customized Learning
Group

Lighting
University



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

Slides 16 december corporate universities

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