Think as a Corporate University | Branding point of view
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The best companies to work for are in part because of their values. A company's climate is half of its results. Learn to manage intangibles.
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Think as a Corporate University | Branding point of view
- 1. Branding Think as A Corporate University a branding approach September 2012 Roberta Larocca and Cristián Saracco Español / English
- 2. Think as a Corporate University The Branding Approach Roberta Larocca & Cristián Saracco September 2012
- 4. Ahead of trends CLO: The new role Learning Team: The beginning Corporate University: Pillars 2120911_VUCA_RL Agenda
- 5. Sub-Agenda Corporate University Corporate Social Responsibility Next Management VUCA 120911_VUCA_RL 3
- 6. The current world is… Volatile Uncertain Complex Ambiguous 4120911_VUCA_RL
- 7. Volatile • Rapid technological change • Increasing global interconnections • Climate change • Population growth and global age • Income disparities 5120911_VUCA_RL
- 8. Uncertain • Low-probability but large-impact events • Extreme weather conditions – Floods – Earthquakes • Rapid political shifts • Infrastructure failures – Fukushima 6120911_VUCA_RL
- 9. Complex Three Generations together 7120911_VUCA_RL • Baby Boomers • Gen X • Millennials
- 11. A personal answer Resiliency • The ability to rapidly reconfigure resources in response to unpredictable events. • Organizations and individuals must accept uncertainty as inevitable and develop strategies for resiliency Keep moving 9120911_VUCA_RL
- 12. Sub-Agenda Corporate University Corporate Social Responsibility Next Management VUCA 120911_VUCA_RL 10
- 13. An organizational answer Change your mind Focusing on what’s important rather than what’s simply new 120911_VUCA_RL 11
- 14. An organizational answer. Cont’ Change your mind 12120911_VUCA_RL From To Traditional strategic planning that happens at specified times • AEIOU (Anticipate, Execute, Observe… Innovate, be Unique) • A continuous process of sensing and rapid response • Build platforms for capturing signals from the external environment and within the organization • Create capacity for filtering and pattern recognition (sense-making) Best tools: weave together human and machine intelligence and allow for amplification of both
- 15. An organizational Answer. Cont’ Next Management 13120911_VUCA_RL Changes! • Thinking & Doing are together • Work, learning & Innovation are together • People, teams, organizations: Everybody has to learn
- 16. Next Management New Learning • Tomorrow’s managers will need the foresight to identify where they are going while remaining flexible about how they get there • Clarity about purpose, method and desired end state of a situation There is a desperate need for better global leaders to navigate all the complex and ambiguous challenges that lie ahead 14120911_VUCA_RL
- 17. Next Management. Cont’ 120911_VUCA_RL 15 From To • From building for strength • To building for resiliency • From offshoring • From stand-alones • To global task arbitrage • To new human-machine symbiosis • From data-poor • From face to face • From simple • From tangible • To data-rich environments • To peer to peer • To high-resolution identity • To intangible • From institutional • To decentralized production
- 18. Sub-Agenda Corporate University Corporate Social Responsibility Next Management VUCA 120911_VUCA_RL 16
- 19. Corporate Responsibility Why now? • There is a crisis of confidence that must be recovered. • We are going out of financial economics and entering the intangible economy and reputation, which makes its way back to the long term • Know How • Reduce uncertainty • Protects • From influence to persuasion • Identity (brand, experience & meaning), membership and reputation 17120911_VUCA_RL
- 20. ¿Is there a link between RSC and Learning? V U Corporate C University A 120911_VUCA_RL 18
- 21. Sub-Agenda Corporate University Corporate Social Responsibility Next Management VUCA 120911_VUCA_RL 19
- 22. Learning & Development The connection The best companies to work for are in part because of their values A company's climate is half of its results Learn to manage intangibles 120911_VUCA_RL 20
- 23. 21
- 24. Learning is the first change 22120911_VUCA_RL “At the beginning of a change initiative [we ask], ‘What is it going to take to get employees ready for these changes?’ And nine out of 10 of our clients are going to say we need to have some learning activities.” Holly Miller Senior Consultant Towers Watson Training: accept new ideas, techniques and skills
- 25. 23120911_VUCA_RL Agenda Ahead of trends CLO: The new role Learning Team: The beginning Corporate University: Pillars
- 26. Leader’s answer Anticipation skills Vision Understanding Clarity Agility Innovate & make the most of opportunities 120911_VUCA_RL 24
- 27. VUCA World Anticipate The Towers Watson study identifies six areas or skills, that every organizations needs to get change management right 1. Leading 2. Communicating 3. Learning 4. Measuring 5. Involving 6. Sustaining H. Miller said organizational learning is at the heart of many of these areas “Our success is to have things ready before anybody asks for them” Xavier Coll Director HR Caixabank, Spain 120911_VUCA_RL 25
- 29. The changing role of the CLO • CLO must be a business person first, combining business & L&D skills • Driven by the need for organizations to be as effective and efficient as possible • Goals have to include – “Hard” (e.g.: 10% increase in sales) – “Soft” (e.g.: better leadership and higher employee engagement) 120911_VUCA_RL 27
- 30. 120911_VUCA_RL 28 The changing role. Cont’ of the CLO • CLO is under a increasingly internal & external pressure to deliver results – Effective and targeted programs – Deliver the promised results effectively
- 31. CLO as Chief Change Officer “When you think about the strategy for learning and development, the CLO’s job is going to be to make sure we’re helping leaders see where their strengths are and then helping create the skills and development opportunities to grow those leaders to where they need to be to manage the change.” Doug Upchurch Insights
- 32. CLO Personality • Visionary • Strategic Alliance Architect • Master of Communication • Relationship Engineer • Extreme Innovator • Performance Consultant 120911_VUCA_RL 30
- 33. 31120911_VUCA_RL Agenda Ahead of trends CLO: The new role Learning Team: The beginning Corporate University: Pillars
- 34. Learning for VUCA’s Workforce 120911_VUCA_RL 32 Increased competition Emerging trends UncertaintyDifferent generations in the workforce Globalization Complexity Shorter shelf life of knowledge Fuel the need for the constant reskilling and up-skilling of the workforce People expects organization to continuously build the capabilities that help them on the cutting edge of their profession
- 35. Skills for the future workplace 33120911_VUCA_RL • Sense making • Social intelligence • Novel & Adaptive thinking • Cross cultural competency • Computational thinking • New media literacy • Transdisciplinarity • Design mindset • Cognitive load management • Virtual collaboration
- 37. “Those of us who are managing learning functions must help leaders perform tasks that are required today, yet equip people to cope with ambiguity and perform what will be needed tomorrow We need to collaborate with other disciplines to create leadership models and training tools that will equip global leaders to master new challenges We also need to step up as global leaders ourselves” Katherine Holt Kyoko Seki Global leadership begins with learning professionals
- 38. Learning Teams Four Changes 1. Cultivate «being» 2. Multicultural effectiveness 3. Appreciate individual uniqueness in the context of cultural differences 4. Becoming adept at managing paradoxes 36120911_VUCA_RL
- 39. Managing Paradoxes 37120911_VUCA_RL 1. Strategic & Operational 2. Taking charge & Empowering 3. Results & Relationships 4. Listening & Expressing 5. Global & Local 6. Common Group & Uniqueness 7. Open mind & Decisiveness 8. Consistency & Versatility 9. Humility & Confidence 10. Doing & Being
- 40. 120911_VUCA_RL FutureImportance Current CapabilitySource: BCG/EAPM 2011 Delivering on recruiting Recruiting the organization Mastering HR processes On-boarding & retention of new hires Managing flexibility and labor costs Measuring workforce performance Managing CSR Improving employer branding Improving leadership development Managing talent Transforming HR into a strategic partner Becoming a learning organization Managing change & cultural transformation Managing work- life balance Improving performance management & rewards Enhancing employee engagement Need to act Facing Challenges 38
- 41. 39120911_VUCA_RL Agenda Ahead of trends CLO: The new role Learning Team: The beginning Corporate University: Pillars
- 42. Based on Seven Pillars 40120911_VUCA_RL 1. Strategy setting 2. Project planning 3. Branding 4. Infrastructure 5. Curriculum 6. Learning programs & support 7. Assessment and accreditation
- 43. Global Citizen Industry Organization Learning & Development 120911_VUCA_RL 41 Attaining its Value Chain Contribution Model Leadership Commitment
- 44. Looking for Business impact 42120911_VUCA_RL Efficacious Efficient Execute • Program design & delivery • Operations • Partnerships Organize • Technology & infrastructure • Governance & structure • Branding Measure • Cultural outcomes • Business outcomes • Personal outcomes Align • Capability planning • Strategy integration • Performance consulting
- 45. Measuring the created value 43120911_VUCA_RL • Increase application • Reach more leaders • Solve problems faster
- 46. Is a catalyst that builds meaningful relationships in the minds of the audience by appealing to identity 120911_VUCA_RL 44 Brand
- 47. Brand reduces uncertainties generating attraction by association 45120911_VUCA_RL
- 48. Brand Experience Brand Place Service AvailabilityValue Usefulness Communication Interactivity Asynchronous Tailor-made Dream Wish Feel Decide Ask Enjoy Come back Know Talk Share Participate Modify Belong Brand experience goes beyond the brand
- 49. It has to give a meaning to be relevant & unique 47120911_VUCA_RL
- 50. AEIOU to give a meaning • Anticipate what it’s coming • Execute with simplicity and effectiveness • Observe what’s happening inside and outside your company • Get into an Innovation continuous process • Do it right, and become Unique 48120911_VUCA_RL
- 51. Balance is the key 49120911_VUCA_RL Inbound & Outbound your area of influence Offline & Online
- 52. Dialogues build the balance 50120911_VUCA_RL • Learning team experience • Participants experience • Professor experience • Business experience • Strategic alliances experience
- 53. Corporate University & Brand 51120911_VUCA_RL The UC exists to serve corporate identity and business strategies • In charge of accompanying changes • Place and time where you can learn about the organization, business, culture, challenges & projects • Accompanies the transformation • Shapes a common vision to address the environment It is a guide and an accelerator
- 54. Brand & Corporate University 52120911_VUCA_RL The brand exists to serve corporate identity and business strategies • Accompanies the transformation • Shapes and drives a common vision to address the environment It is a guide and an accelerator
- 55. …consumers say they buy brands that make them look successful 71% of Chinese… 53120911_VUCA_RL …and a Learning Brand can dress you up to be successful
- 57. 55120911_VUCA_RL Starting to learn and adding in the way whatever is necessary, may be a strategy in itself Build good links that allow work together, face challenges together and offer shelter Thus, it’s easier to be flexible and accept the unknown “And together, develop the forces in charge of finding solutions” Antoine de Saint-Exupéry
- 58. Cristián Saracco cristian@allegro234.net +34 650 487 340 Roberta Larocca roberta@allegro234.net +34 616 791 182 Las Cañas, 13 28043 Madrid España www.allegro234.net Based in Madrid We work globally with leading brands and creative people Our purpose is to Shape compelling businesses We create sustainable long- lasting value for our clients through developing and revitalizing meaningful and familiar brand experiences, for each key audience, at every touch-point with the clear focus on building Timeless brands from the future We anticipate the patterns to create landmarks and metaphors with a personal touch, mastering the details, empowering the sense of harmony and integration and stressing our little difference of being Master craftspeople building brands We protect and nurtured our clients' traditions and values, while evolving into a contemporary global venture