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Developing A Corporate Learning Strategy: Contents

Developing A Corporate Learning Strategy: Contents

i. The research team
ii. How the research was conducted
iii. Executive summary

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

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

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

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

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

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

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

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

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