The Evolving Role of the Corporate University

1. The Evolving Role of the Corporate University New Thinking About the Design of Adaptive Processes Presented by Richard DealtryChairman of G-ACUA The Global Association ofCorporate Universities and Academies and Editor of the “Goodwill Value Hunting” G-ACUA Webinar Series Acumenin Action

2. A Critical View on a Spectrum of Evolution • Where are we now on the evolutionary scale? • What does the future look like? • What management skills do we need to develop? • What are the dynamic issues that will shape our future performance?

3. A Robust Profile of Corporate University Management Learning Curve Developments Driving and shaping Organisational development Corporate University Generation Learning Curves ‘me-too-isms’ Re-labelling functions Time 1940-2011 We are on the cusp of a major change in management thinking (Source: G-ACUA Observatory). What does this mean for you?

4. Defining the nature of the personal challenge Perhaps Leonardo Da Vinci could be a role model for us • Reaching out to new heights of scientific and artistic achievement • Visionary – seeing beyond the ordinary • Artist, draughtsman, sculptor, architect, engineer • A spirit of scientific inquiry • An innovator • Increasing multi disciplinary capabilities • Social process organiser – elaborate court festivals (Ref. EC ECUANET Project) I am an Apostle of Experience

5. Beneficial Effect of a Modern Leonardo Da Vinci For example, the impact of a CEO AppointmentMarket appreciation of the goodwill value of intellectual leadership in business Acumen and Action PLC Share Price Time

6. The Evolutionary Nature of Management’s Intellectual Capabilities to Sustain Growth Phase 1GrowthThroughCreativity Phase 4GrowthThroughCo-ordination Phase 2GrowthThroughDirection Phase 3GrowthThroughDelegation Phase 5GrowthThroughCollaboration Phase 6GrowthThroughAlliances GrowthCrisis Organsiation Size Red TapeCrisis ControlCrisis AutonomyCrisis LeadershipCrisis Time Ref: The Greiner Evolutionary Development Curve Moving on we will look at the changing risk dynamics that contribute to the ‘Goodwill Value’ component

7. The Changing Development Dynamics and Risk Appraisal Situation and circumstances>>>>>>>>>>>> Appraising Dimensions of Change Familiar Unfamiliar Risk Level B Doing a familiar task but applying it to a new situation Risk Level A Doing a task in an area you know well FamiliarTask Nature of Task >>>>>>>>>>>> Risk Level D Doing a task in an unfamiliar organisational unit Risk Level C Doing an unfamiliar task but in a familiar work situation UnfamiliarTask Trend to “D” inspires the need for real time inspired corporate university interventions

8. Fit with organisation’s experience High Low Low High Networks Goodwill Capital Organisation as a “brain” Teams Adequacy of Structural Situation Rate of Change Social Capital Hierarchies Material Capital Organisation as a “machine” High Low Degree of Behavioural Change Required Low High (Ref. Glass 1998) The Changing Evolutionary Nature of Management and its Increasing Intellectual Demands

9. Charlecote ParkWarwickshire, UK

11. Live to Learn Learn to Live For centuries we have known that the right balance between knowledge and learning and our ability to use those resources effectively in taking action has been the key to success

12. Previous Programmes BAA MBA, pg DMS, pg CMSProgrammes Total Virtual University Process Traditional Full-time University Programmes Direct Face to Face Systems Full Electronic Delivery 100% 0% Influence of multimedia technology on the corporate university learning processes and delivery • Mobile Devices • Tablet Computers • VLEs • Cloud Computing • Social Networks……… • - Internet • Intranet • Video Conferencing • Interactive TV • Portable Computers • - Telephone • Fax • CD ROM • TV • Personal Computers

13. Challenges in CIT to be addressed • Poor connection between IT teams deploying tools and end users • Re-framing IT contributions around the corporate university management concept and real-time learning services • New learning has strategic and tactical competitive value and issues of confidentiality re. networks, cloud computing etc. • Real impact of outsourcing part of IT systems management, e.g. IT services provider takes responsibility for work-place telecommunications and network technology These issues are becoming a major area in corporate university development

15. G-ACUA Objectives • To provide the process methodologies, best practice resources and networks for good corporate university performance in today’s age of dynamic diversity • To enable our members to visualise the scope of the corporate university, test practical ideas, draft, explore and disseminate strategic & tactical solutions • To establish world class KPI standards of quality assurance in the corporate university management processes and practices • Our Solutions: • Provide ready access to G-ACUA Resources for the effective and efficient APPLICATION of knowledge and new learning • The G-ACUA Master Practitioner Corporate University Management Programme • Continuous Multi-client Research Studies into important developments taking place world wide

16. The G-ACUA Corporate University Management Master Practitioner Programme • Executive Skills Acquired • Developmental modelling options appreciation • Management communications for business development • Situation diagnostics and decision making • The effective application of strategic actionable learning • Prior impact assessments for maximising RoI • Evaluation and feedback on real-time executive actions Work packages: covering core aspects of learning-intensive corporate university management > career path review and appreciation of potential > review of organisational situation dynamics > mapping an intellectual capital statement > strategic corporate university management project > critical review of management learning

17. It is now timely to start the process of acquiring, refreshing or enhancing world class career capabilities in Corporate University Design and Management Apply now to join the Corporate University Management Master Practitioner Programme and develop exceptional life-time executive management skills and competencies Go to G-ACUA programme registration at www.g-acua.org

18. Acumen and Action Richard DealtryChairman, G-ACUA Web:www.g-acua.orgEmail:richarddealtry@btconnect.com Tel:+44 (0) 121 429 8995Mob:+44 (0) 7815 651 830