Corporate Learning Environments Research Programme

Dr Ian HeywoodDirector: LearningBusinessLab®

Overview October 2001

Learning from best practice

AimA “state of the industry” review of

corporate learning working in partnership with invited sponsor

organisations. The review is focusing on organisations that have already

implemented corporate learning strategies and examining innovations,

key trends, learning processes, IT strategies, best practices and

business models.

BusinessLab

PartnersResearchsubjects

PolicyGroup Multi-national

SME representation

Government

Academia

Organisations that have already set-up Corporate learning environments

Research teamAssociated experts

BusinessLab

PartnersResearch

subjects

PolicyGroup Inaugural

meeting with Edward deBono

Feb 2001

Innovations in corporate Learning

with Peter SengeFeb 2002

Partner meetings

Knowledge nuggets

Learning journeys

British Association of Open LearningCISCO (Europe, Middle East & Africa)NCR (Global Financial Services)News International (World Wide Learning)Herman Miller Scottish EnterpriseScottish Power (U.K. & U.S.)Studentsguild A.S.(Scandinavia)The Open University (Business School)The University of Strathclyde (Dept Mech. Eng.)The Robert Gordon UniversityThe University for Industry (Learn Direct)OPITO (NTO for the oil & gas industry)The Industrial SocietyLearning and Teaching ScotlandBusiness A.M. (media partner)

University forIndustry

Applications Partners

• input into programme strategy• member of Policy Group• access to all research online • sectoral reports• access to tools• places on Learning Journey • corporate Summit branding • interpretation of research data • customised workshop • board presentation• training the trainer.

ScottishEnterprise

England & Wales

Scotland

OPITO

Oil & Gas Sector

Scottish Power

Policy Partners• input to programme strategy • member of policy group• access to all research online• copies of all reports• access to tools• places on Learning Journey• corporate Summit branding

CISCO NCR• access to all research online• copies of all reports• access to tools• places on Learning Journey• corporate Summit branding

Research Partners

Studentsguild

OpenUniversity

IndustrialSociety BAOL

CLE Policy Group

.•Every quarter

•Focus research

•Review progress

•Inform strategy

•Interesting venue

•Challenging guest

Scott’sRRS

Discovery

Research Themes• Best practice in learning

organisations• Applying current thinking in

learning styles and processes• Designing physical learning

environments• Approaches to learning

management• Supply chain advantage

through learning

Research Outputs• Knowledge Nuggets

• Case Studies• Resource base• Narratives• PowerPoint presentation

• LearningLines (research news)• Learning Journeys• On-line research community (LabNotes)• Research Conference (Peter Senge)

Organisation

perceiving the organisation

data

2

1 sensing

Learning Signature™

information

3understanding the organisation

IF …….. THENELSE……..

IF ………THENELSE …….

Learning to Change Rulebase

Goal prioritisation

Learnivator

plans

4 effecting action

LearningPeople

LearningPlaces

LearningTechnologies

e

5 feedback

action

Corporate Learning Environments Research Programme

The Learning Signature ™

Overview October 2001

Dr Ian HeywoodDirector: LearningBusinessLab®

In the same way that it is now accepted that individuals have

preferred learning styles, so to do organisations. The shape and

character of these organisational learning styles or ‘signatures’

determines why, what and how an organisation learns to adapt to

change. An organisation which is aware of its Learning Signature™ will be better able to ‘learn’ to evolve in

the knowledge economy.

BusinessLab® June 2001

CLE Tool #1: The Learning Signature™

Commitment

•Strategy•Learning Time•Risk•Learning Management•Reward•Promotion•Investment•Motivation•Measurement 

Reach

•Community•Wider Community•Customers•Partners•Inclusive•Individuals•Suppliers•Employees•Delivery

Culture

•Instinct •Learning to Learn•Peer Support•Trust•Shared Vision•Recognition•Communication•Openness•Leadership

Environment

•Atmosphere•Access•Technology•Support•Learning Styles•Sharing•Behaviour•Infrastructure•Design

Indicators of the nature of learning

within an organisation

Working with the Learning Signature™

ToolUsing the signature creator you will develop a unique Learning Signature™ for your organisation. This allows you to understand the nature, shape and character of the learning taking place across the organisation and compare your signature with those from other organisations.

Apply the signature interpreter to develop a detailed understanding of what your Learning Signature™ means. The signature interpreter will help you to understand the patterns and trends identified in your Learning Signature and start the process of moving from understanding to action.

Commitmentattractorsneutralsdetractors

Strategy

Learning Time

Risk

Learning Management

Reward

Promotion

Investment

Motivation

Measurement

Building the Learning

Signature™

Strategy

InvestmentMeasureme

ntLearning

Time

Motivation

Risk

Reward

Promotion

Learning Management

Environment

Reach

Commitment

Culture

Attractors: The organisation already

has formal or informal learning in

place.

Company A

Neutral issues: No individual is

passionate either way

Detractors: These are clearly having an impact on the

organisation. They imply a need for help.

Learning Signature™ in practice

attractors

neutrals

detractors

commitment

culturereach

environment

Interpreting the Learning Signature™

The Learning Signature™ of an organisation is a unique indication of the current status of learning within the organisation. The shape and character of the image is as unique as an individual’s own signature. The detail in

this signature revealing much about its originator. To understand the detail we need

a tool to help us with interpretation. BusinessLab® August 2001

Interpreting the Learning Signature™

Strategy

Investment

Measurement

Reward Promotion

Risk

Motivation

LearningTime Learning

Management

Corner Stones

Building Blocks

KeyStone

Commitment

Interpreting the Learning Signature™

Strategy

Investment

Measurement

Reward Promotion

Risk

Motivation

LearningTime Learning

Management

Commitment

Reward

Learning Time

Risk

Motivation

LearningManagement

Strategy

Investment

Measurement

Promotion

EnvironmentReach

Commitment

Culture

All four corner are unstable

Solid building block only one bad element

Keystones all weak.

Only positive

key stone is

supported by weak building blocks

Organisation

perceiving the organisation

data

2

1 sensing

Learning Signature™

information

3understanding the organisation

IF …….. THENELSE……..

IF ………THENELSE …….

Learning to Change Rulebase

Goal prioritisation

Learnivator

plans

4 effecting action

LearningPeople

LearningPlaces

LearningTechnologies

e

5 feedback

action

Corporate Learning Environments Research Programme

The Case Studies

Overview October 2001

Dr Ian HeywoodDirector: LearningBusinessLab®

Business Objective: RationalisationLearning Challenge: ?

Learning Strategy

Identify a learning champion

Allocate work-time for learning

Innovative delivery

Re allocation of resources

Company A

Small training department within a large multinational

Industry sector over supplied

Low employee moral

Travel and spending freeze

Business Objective: OptimisationLearning Challenge: ?

Learning Strategy

Establish stable learning goals

Purpose built learning environment

Action based learning

Curriculum of competences

Company B

Small corporate university

Parent company finding it difficult to keep pace with technology changes

Large number of home based employees

Competitive market place

Business Objective: DiversificationLearning Challenge: ?

Learning Strategy

Create corporate vision

Show strong leadership

Develop a learning architecture

Enable innovative learning tools

Extend cultural reach

Company C

Large multinational

Need to protect and strengthen lead market position

Multicultural & International employee base

Fast moving industry sector

Business Objective: ExpansionLearning Challenge: ?

Learning Strategy

Allocate investment

Engender open culture

Encourage peer support

Educate supply chain

Develop skills based learning environment

Provide action based learning

Company D

Small service sector business

Rapid growth

Highly mobile workforce

Competitive market place

Public sector education innappropriate

Business Objective: DiversificationLearning Challenge: ?

Learning Strategy

Conduct needs analysis

Secure relevant accreditation

Reward learning

Ensure communication

Company E

Small traditional family business

Rural based

Increasing international competition

Striving to increase market share

Business Objective: InnovateLearning Challenge: ?

Learning Strategy

Sharing learning resources

Allocate investment

Implement learning styles assessment

Show strong leadership

Company F

Medium sized manufacturing company

Seeking to be industry specialists

Desire for soft domination of market place

Socially responsible

Corporate Learning Environments Research Programme

Dr Ian HeywoodDirector: LearningBusinessLab®