The article comments upon some of
the popular misconceptions of what the corporate university is all
about and how these fault-lines in corporate university management
styles present barriers to further development along the learning
curve and the full realisation of the concept’s potential.
From a critique perspective it
then moves forward with comments on a pro-active modality for
configuring intellectual properties and implementing intervention
programmes. This process involves the development of dynamic
scenarios around ‘thinking schools’ properties and their
manifestation through management processes defined as the BLU Way.
It emphasises the vital strategic
management role being undertaken by the new generation of corporate
university managers and the nature of the skills and competencies
necessary in renewing and sustaining intelligence based enterprise
cultures in organisations.