Previous articles in this series, on
the evolution of the corporate university as a dynamic future state business development
platform, have described processes and methodologies for achieving both organisation and
strategic learning re-orientation for success. Ref. 1 - Managing the Corporate University
Learning Curve, in particular revealed the innovative nature and challenge facing
corporate university executives in their quest to achieve customised structures, flexible
learning processes and time durable intellectual properties in a new or amended company
educational paradigm, defined as Model 3. This derivative model espoused business
excellence, focused business education processes and timely executive action.
A key dynamic
strand in the evolution of the corporate university concept in Model 3 was identified as
the management of learning strand.
This article takes an overview on the
current state of the art in corporate learning management and the issue tensions that can
arise in the preparation of a progressive and satisfying learning strategy.
It relates to the main issues surrounding the
energising of learning in organisations, the consequences of corporate learning policy and
an outline methodology for appraising the main determinants of corporate learning