1. 9 Steps to a Corporate University Presented by Kevin Wheeler San Francisco, California October 11, 2004 Launching a 21st Century Learning Organization

8. The Learning Organization Continuum Focus on filling gaps in employee’s current job roles or on specific projects Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Focus on integrating all components that affect human performance. Tactical Learning Integrated Learning Strategic Learning Source: Deloitte Research: From e-Learning to Enterprise Learning

9. The Learning Organization Continuum Source: Adapted from Deloitte Research: From e-Learning to Enterprise Learning Focus on filling gaps in employee’s current job roles or on specific projects Tactical Learning Focus on developing employees’ skills and capabilities against a best- in-class model through formal and informal training. Integrated Learning Focus on integrating all components that affect human performance. Strategic Learning Training Management Development Corporate University

13. Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Knowledge Management Team Bldg Retention Current State of Corporate Human Capital Acquisition & Development

15. Org Dvlp Traditional corporate training Academic Education Executive education Recruiting Career Development Succession planning Orientation Team Bldg Retention Emerging State of Corporate Human Capital Acquisition & Development Knowledge Management

17. Getting Started

21. Nine Steps to Creation What are we doing & why? Planning and Decision Making Organization Reporting Relationships Who tells us what to do? What kind of people work in the CU? What skills are needed? Who pays for the CU? How are curricula funded? What our budget? What curriculum and courses are we offering? How are we delivering them? How do we communicate What we are doing and why we are doing it? How do we celebrate success? What does the organization really believe in? What guides us? Who benefits? How do we measure our success?

53. Governance Spectrum CEO makes all decisions Little to no input from organization May not meet enterprise needs Customers drive all curricula May not reflect internal needs or meet CEOs needs

58. The Funding Spectrum No excuse not to attend High control Consistent messages Quality Control Messages “corporate” Must market & sell Message is custom Pricing is competitive Quality may vary

62. The Skills/Staffing Spectrum Skills Model -Staff has degrees in instructional design -Recognized as “experts” in delivery -Content from SMEs -Staff is mostly from line -Emphasis on practicality -A few experts act as coaches

78. The Agora of Learning Where people, ideas, data, market trends all converge; where people talk and think and plan, where future skills are forged. Global Learning Resources, Inc. Kevin Wheeler 510-659-0179 www.glresources.com [email_address] Thanks for Attending!