i. The research team
ii. How the research was conducted
iii. Executive summary
Understanding the learning landscape
Which issues to consider when assessing the current position of your organisation’s corporate learning
– Key findings
– Interview questions
– Challenges and opportunities
– The current situation
– Management of corporate learning
– Corporate universities and learning centres
– Arguments for and against corporate learning centres
– Explaining the key learning issues
– Choosing the right options
– The way ahead
– Learning and knowledge creation
– Key action points
– Case study: Centrica
Determining the rationale and purpose of learning
How to decide whether to have a corporate university or centre of learning
– Key findings
– Interview questions
– Contemporary trends and developments
– Contemporary training and learning dilemmas
– The purpose of corporate learning centres
– Aligning individual and corporate interests
– The purpose of corporate universities
– Why have a corporate learning centre?
– Advantages of corporate universities
– Disadvantages of corporate universities
– Dangers and concerns about corporate universities
– The case for a learning centre
– Benefits of status and standing
– The importance of intellectual enquiry
– What holds back corporate learning centres
– Key action points
– Case study: Xerox Corporation
Formulating learning vision, objectives and strategy
How to decide what corporate learning should contribute to the future success of your organisation
– Key findings
– Interview questions
– Formulating learning strategies
– Corporate learning priorities
– Action checklist for setting up an independent corporate learning centre
– Contribution of corporate learning to the business
– Areas that are being overlooked
– Key action points
– Case study: Business Development Forum
Agreeing learning centre roles, responsibilities, tasks and priorities
How to decide which managers should perform which roles — then what they should do
– Key findings
– Interview questions
– Different forms of training centre
– Formal structures and status
– Corporate university or learning centre checklist
– Establishing a degree of autonomy
– Involving stakeholders and interested parties
– Location and ownership
– Economic considerations
– Start-up considerations
– Funding mechanisms
– Collaboration and joint initiatives
– Key action points
– Case study: British Airways
– Case study: Johnson & Johnson
Building learning competencies and capabilities
How to build the skills that enable you to create a learning organisation
– Key findings
– Interview questions
– Concerns about competencies
– Alternative approaches
– Learning about learning
– Independent evaluation
– The importance of differentiation
– Trade-offs and choices
– Tackling problem areas
– Learning technologies
– Determining future priorities
– Approaches to knowledge management
– Knowledge and experience sharing
– The loss of knowledge
– Key action points
– Case study: NHS Executive
– Case study: Andersen Consulting
Acquiring the necessary learning capabilities
How to find the internal and external capabilities in order to build a learning organisation
– Key findings
– Interview questions
– The current situation
– Corporate perceptions of traditional universities
– The basis for collaboration
– Areas of concern
– Maintaining currency and relevance
– Areas of opportunity
– Drivers of greater collaboration
– The downside of collaboration
– Negotiating a relationship
– Future prospects
– Key action points
– Case study: IBM
– Case study: ABUITSS
Setting up learning programmes
How to turn the strategy into a live management activity that achieves real results
– Key findings
– Interview questions
– Approaches to accreditation
– Advantages of accreditation
– Disadvantages of accreditation
– Learning centre collaboration checklist
– International considerations
– Corporate accreditations
– Validation and knowledge creation
– The benefits of collaboration
– Collaboration with customers
– Key action points
– Case study: ICL
Supporting corporate learning
Where to find and how to use the many sources of support that can aid corporate learning programmes
– Key findings
– Interview questions
– Emerging support requirements
– Support capability constraints
– Internal resource constraints
– Making the money go further
– Learning technologies
– Collaborative arrangements
– Learning support as a business opportunity
– Evaluating the options
– Working with external suppliers
– Professional associations
– New initiatives and approaches
– The growing role of knowledge management
– Knowledge sharing and creation
– The creative working environment
– Key action points
– Case study: Glaxo Wellcome
– Case study: Barclays Bank
Measuring learning performance
How to make sure that corporate learning programmes deliver real measurable results
– Key findings
– Interview questions
– Methods of assessment
– Linking assessment and reward
– The measurement of cost effectiveness
– Measurement and corporate change
– The costs and benefits of assessment
– Performance indicators
– Bringing knowledge management centre stage
– Key action points
– Case study: Rover Group