Transcript Study Results

Training 2007
Corporate Universities
Delivering Value to their Businesses
Agenda
Moving From Tactical to Strategic
 Great Accomplishments This Year
 Challenges Ahead
 Our Future

Address External, Organizational
and Functional-Level Change
New
Competitors
Changing Labor
Conditions
Increasing
Commoditization
External
Weak
Leadership
Pipeline
Transformation
Through
Technologies
Reorganizing
Around Core
Processes
Organizational
Cost Pressures
New Sales
Landscape
Unit / Functional
Cross-functional
Collaboration
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G
Y
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Shift Focus from Individual Development to
Improved Business Performance
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Ad Hoc training
Lack of focus on business priorities
Not enough context for career paths
Supports decentralized L&D
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Budgets allocated by business priorities
Drive critical business initiatives
More leadership involvement
Improved impact on performance
Business Performance
Individual Development
Shifting Focus
Senior Leader Sponsorship and
Emphasis on Focus
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CEOs driving the development of Corporate
Universities to:
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Build leadership pipelines
Leave a legacy upon retirement
Prepare for upcoming talent shortages
Drive growth initiatives
New emphasis on CASE
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Consolidate, Automate, Standardize and Execute
Adopt common practices and standards
Share internal best practices
Change in Major Organizations
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Intel
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Moving from decentralization to centralization under 3 groups
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Reduction of 40% of staff
Citigroup Business Global Transaction Services
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• Strategy – Design and Development – Delivery
Want to adopt corporate university model
Requirements for deep knowledge of products and their integration
Simultaneous creation of new enterprise-wide council on learning
Watching actions of Transaction Services group to consider future
adoption at the enterprise level
Xerox
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New business models – outsouring business processes
Rapid growth and new knowledge work activities to create and deliver
business solutions
differing needs than product organizationServices organization growing
rapidly
Getting Results
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Farmers Insurance
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New Agent success rate increased from 39% to 75%
New Agent productivity increased 38%
District productivity increased 27% over districts that did not
participate in the corporate university
M&M Mars
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Gallup Q12 employee engagement score - .13 improvement
$33M cost savings due to Lean programs that were delivered
through Mars U
Return on Total Assets improvement as result of improved
training on their ROTA principles.
Getting Results
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HSBC
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Apprenticeship training reduced turnover by 28%
Training for Consumer Lending Sales Force led to improved
customer satisfaction score
• 2005 - 83.6%
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Cisco
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2006 - 84.3%
Estimates time saved for channel partners in selling, supporting
and servicing Cisco products is about 132 hours per person for a
total savings of $66/million/yr.
Costs saved by moving to eLearning strategies was $74M in
2004.
Sanford Health (formerly Sioux Valley)
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Nurse on-boarding program - turnover down to less than 10% vs.
20% for the industry average
Return on Investment
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UBS named Europe’s “Top Company for
Leaders” by Hewitt Associates
100 companies headquartered in
Europe, 40 were short listed and
carefully examined
Criteria:
Rank
1
2
3
4
5
6
7
8
9
10
Company
UBS
L'Oreal
Royal Bank of Scotland
BMW AG
Vodafone
Deutsche Lufthansa
Randstad Holding
Degussa AG
Voith AG
ING Group
HQ Country
Switzerland
France
UK
Germany
UK
Germany
Netherlands
Germany
Germany
Netherlands
CEO and Board of Directors show
clear leadership
Clear focus on developing top talent
Existence of multiple specific
leadership programs
Financial results mirror excellent
leadership culture.
Cisco Leadership Series
Business Impact
% of Class Graduates stating they have applied the learnings to Cisco
Business and have had positive impact.
100%
94%
78%
83%
79%
74%
80%
63%
59%
58%
60%
40%
20%
0%
EMLP
BLP
SLP
ELP
Applied Learning to Job
94%
78%
79%
83%
Led to Concrete Business Results
74%
58%
59%
63%
Session Number
Presentation_ID
© 2006 Cisco Systems, Inc. All rights reserved.
Cisco Confidential
11
CAT Achieved a $1.4B savings to the bottom line after 2 years of teaching Six Sigma in
the Corporate University
Agenda
Moving From Tactical to Strategic
 Great Accomplishments This Year
 Challenges Ahead
 Our Future

Agenda
Moving From Tactical to Strategic
 Great Accomplishments This Year
 Challenges Ahead
 Our Future

Agenda
Moving From Tactical to Strategic
 Great Accomplishments This Year
 Challenges Ahead
 Our Future
