think as a corporate university | branding point of view
TRANSCRIPT
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Branding
Think as A Corporate Universitya branding approach
September 2012
Roberta Larocca and Cristián Saracco
Español / English
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Think as a Corporate University
The Branding Approach
Roberta Larocca& Cristián Saracco
September 2012
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Ahead of trends
CLO:The new role
Learning Team:The beginning
Corporate University: Pillars
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Agenda
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Sub-Agenda
Corporate University
Corporate Social Responsibility
Next Management
VUCA
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The current world is…
Volatile
Uncertain
Complex
Ambiguous
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Volatile
• Rapid technological change• Increasing global interconnections• Climate change• Population growth and global age • Income disparities
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Uncertain
• Low-probability but large-impact events
• Extreme weather conditions– Floods– Earthquakes
• Rapid political shifts
• Infrastructure failures– Fukushima
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ComplexThree Generations together
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• Baby Boomers
• Gen X
• Millennials
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Ambiguous
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A personal answerResiliency
• The ability to rapidly reconfigure resources in response to unpredictable events.
• Organizations and individuals must accept uncertainty as inevitable and develop strategies for resiliency
Keep moving
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Sub-Agenda
Corporate University
Corporate Social Responsibility
Next Management
VUCA
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An organizational answer Change your mind
Focusing on what’s important
rather than what’s simply new
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An organizational answer. Cont’ Change your mind
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From To
Traditional strategic planning that happens at specified times
• AEIOU (Anticipate, Execute, Observe… Innovate, be Unique)
• A continuous process of sensing and rapid response
• Build platforms for capturing signals from the external environment and within the organization
• Create capacity for filtering and pattern recognition (sense-making)
Best tools: weave together human and machine intelligence and allow for amplification of both
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An organizational Answer. Cont’Next Management
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Changes!
• Thinking & Doing are together
• Work, learning & Innovation are together
• People, teams, organizations: Everybody has to learn
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Next Management New Learning
• Tomorrow’s managers will need the foresight to identify where they are going while remaining flexible about how they get there
• Clarity about purpose, method and desired end state of a situation
There is a desperate need for better global leaders to navigate all the complex and ambiguous challenges that lie ahead
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Next Management. Cont’
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From To
• From building for strength • To building for resiliency
• From offshoring • From stand-alones
• To global task arbitrage• To new human-machine symbiosis
• From data-poor• From face to face• From simple• From tangible
• To data-rich environments• To peer to peer• To high-resolution identity• To intangible
• From institutional • To decentralized production
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Sub-Agenda
Corporate University
Corporate Social Responsibility
Next Management
VUCA
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Corporate Responsibility Why now?
• There is a crisis of confidence that must be recovered.
• We are going out of financial economics and entering the intangible economy and reputation, which makes its way back to the long term
• Know How • Reduce uncertainty• Protects• From influence to persuasion• Identity (brand, experience &
meaning), membership and reputation
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¿Is there a link betweenRSC and Learning?
VU CorporateC UniversityA
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Sub-Agenda
Corporate University
Corporate Social Responsibility
Next Management
VUCA
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Learning& Development The connection
The best companies to work for are in part
because of their values
A company's climate is half of its results
Learn to manage intangibles
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Learning is the first change
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“At the beginning of a change initiative [we ask], ‘What is it going to take to get employees ready for these changes?’ And nine out of 10 of our clients are going to say we need to have some learning activities.”
Holly MillerSenior Consultant
Towers Watson
Training: accept new ideas, techniques and skills
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Agenda
Ahead of trends
CLO:The new role
Learning Team:The beginning
Corporate University: Pillars
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Leader’s answerAnticipation skills
Vision
Understanding
Clarity
Agility
Innovate & make the most of opportunities
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VUCA World Anticipate
The Towers Watson study identifies six areas or skills, that every organizations needs to get change management right 1. Leading2. Communicating3. Learning4. Measuring5. Involving 6. Sustaining
H. Miller said organizational learningis at the heart of many of these areas
“Our success is to havethings ready beforeanybody asks for them”
Xavier CollDirector HR
Caixabank, Spain
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Who can guide?
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The changing role of the CLO
• CLO must be a business person first, combining business & L&D skills
• Driven by the need for organizations to be as effective and efficient as possible
• Goals have to include – “Hard” (e.g.: 10%
increase in sales)– “Soft” (e.g.: better
leadership and higher employee engagement)
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The changing role. Cont’
of the CLO
• CLO is under a increasingly internal & external pressure to deliver results
– Effective and targeted programs
– Deliver the promised results effectively
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CLOas Chief Change Officer
“When you think about the strategy for learning and
development, the CLO’s job is going to be to make sure
we’re helping leaders see where their strengths areand then helping create the
skills and development opportunities to grow those
leaders to where they need to be to manage the change.”
Doug UpchurchInsights
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CLO Personality
• Visionary• Strategic Alliance
Architect• Master of
Communication• Relationship Engineer• Extreme Innovator • Performance Consultant
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Agenda
Ahead of trends
CLO:The new role
Learning Team:The beginning
Corporate University: Pillars
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Learningfor VUCA’s Workforce
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Increased competition Emerging trends
UncertaintyDifferent generations in the workforce
Globalization Complexity Shorter shelf life of knowledge
Fuel the need for the constant
reskilling and up-skilling
of the workforce
People expectsorganization to continuously build the capabilities that help them on the cutting edge of their profession
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Skillsfor the future workplace
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• Sense making• Social intelligence• Novel & Adaptive thinking• Cross cultural competency• Computational thinking• New media literacy• Transdisciplinarity• Design mindset• Cognitive load management• Virtual collaboration
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Society
No client
Client
Employee
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Confidence Circles In-Out
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“Those of us who are managing learning functions must help leaders perform tasks that are required today, yet equip people to cope with ambiguity and perform what will be needed tomorrow
We need to collaborate with other disciplines to create leadership models and training tools that will equip global leaders to master new challenges
We also need to step up as global leaders ourselves”
Katherine HoltKyoko Seki
Global leadership
begins with learning
professionals
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Learning TeamsFour Changes
1. Cultivate «being» 2. Multicultural
effectiveness3. Appreciate individual
uniqueness in the context of cultural differences
4. Becoming adept at managing paradoxes
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ManagingParadoxes
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1. Strategic & Operational
2. Taking charge & Empowering
3. Results & Relationships
4. Listening & Expressing
5. Global & Local
6. Common Group & Uniqueness
7. Open mind & Decisiveness
8. Consistency & Versatility
9. Humility & Confidence
10. Doing & Being
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Futu
re I
mpo
rtan
ce
Current CapabilitySource: BCG/EAPM 2011
Delivering on recruiting
Recruiting the organization
Mastering HR processes
On-boarding & retention of new hires
Managing flexibility and labor costs
Measuring workforce performance
Managing CSR
Improving employer branding
Improving leadership development
Managing talent
Transforming HR into a strategic partner
Becoming a learning organization
Managing change & cultural
transformation
Managing work-life balance
Improving performance management
& rewards Enhancing employee
engagement
Need to act
FacingChallenges
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Agenda
Ahead of trends
CLO:The new role
Learning Team:The beginning
Corporate University: Pillars
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Based on Seven Pillars
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1. Strategy setting2. Project planning
3. Branding4. Infrastructure
5. Curriculum6. Learning programs &
support7. Assessment and
accreditation
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Global Citizen
Industry
Organization
Learning &
Development
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Attaining itsValue ChainContribution Model
Leadership Commitment
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Looking for Businessimpact
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Efficacious
Efficient
Execute• Program design
& delivery• Operations• Partnerships
Organize• Technology &
infrastructure• Governance &
structure• Branding
Measure• Cultural
outcomes• Business
outcomes• Personal
outcomes
Align• Capability
planning• Strategy
integration• Performance
consulting
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Measuringthe created value
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• Increaseapplication
• Reach more leaders
• Solveproblems faster
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Is a catalyst
that builds meaningful
relationships in
the minds of
the audience
by appealing to
identity
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Brand
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Brand reduces uncertainties generating attraction
by association
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Brand Experience
Brand
Place
Service
AvailabilityValue
Usefulness
Communication
Interactivity Asynchronous
Tailor-made
Dream
Wish
Feel
Decide
Ask
Enjoy
Come back
Know
Talk
Share
Participate
Modify
Belong
Brand experiencegoes beyond the brand
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It has to give a meaningto be relevant & unique
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AEIOUto give a meaning
• Anticipate what it’s coming
• Execute with simplicity and effectiveness
• Observe what’s happening inside and outside your company
• Get into an Innovation continuous process
• Do it right, and become Unique
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Balance is the key
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Inbound& Outbound
your area of influence
Offline& Online
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Dialoguesbuild the balance
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• Learning team experience• Participants experience• Professor experience• Business experience• Strategic alliances experience
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Corporate University & Brand
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The UC exists to serve corporate identity and business strategies • In charge of accompanying
changes• Place and time where you can
learn about the organization, business, culture, challenges & projects
• Accompanies the transformation
• Shapes a common vision to address the environment
It is a guide and an accelerator
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Brand& Corporate University
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The brand exists to serve corporate identity and business strategies • Accompanies the
transformation • Shapes and drives a common
vision to address the environment
It is a guide and an accelerator
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…consumers say they buy brands that make them look successful
71% of Chinese…
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…and aLearning Brand can dress you up
to besuccessful
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Help them grow!
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Starting to learnand adding in the way
whatever is necessary, may be a strategy
in itself
Build good links that allow work together, face challenges together and offer shelter
Thus, it’s easier to be flexible and accept the unknown
“And together, develop the forces in charge of finding
solutions”
Antoine de Saint-Exupéry
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Cristián Saracco [email protected] +34 650 487 340
Roberta Larocca [email protected] +34 616 791 182
Las Cañas, 13 28043 Madrid España www.allegro234.net
Based in Madrid
We work globally with leading brands and creative people
Our purpose is to
Shape compelling businesses We create sustainable long-lasting value for our clients through developing and revitalizing meaningful and familiar brand experiences, for each key audience, at every touch-point
with the clear focus on building
Timeless brands from the future We anticipate the patterns to create landmarks and metaphors with a personal touch, mastering the details, empowering the sense of harmony and integration
and stressing our little difference of being
Master craftspeople building brands We protect and nurtured our clients' traditions and values, while evolving into a contemporary global venture