Defining Strategic Roles of Corporate Universities
by Richard Dealtry
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This article takes a further step forward in defining the strategic role of the corporate university. It describes an approach for appraising and managing the consequences of management’s present style of intellectual leadership on a company’s market value.
It describes two robust management indices that are being used to facilitate this process of appraisal and management. The Intellectual Equity Index (IEI) and the Intellectual Capital Index (ICI) which when combined together provide a basis for defining the quality of intellectual leadership in a company, i.e. the Intellectual Leadership Indicator (ILI). The ILI directly reflects the quality, direction and trend in the company’s ability to achieve or maintain intellectual leadership in its business sectors. This is the state of development upon which its competitive position and future business success depends.
The outcome of the ILI appraisal produces a penetrating insight into the state of management’s business orientation and organizational readiness. It also defines the baseline position from which a bespoke portfolio of corporate university properties can be properly formulated and managed.
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Research Reports:
- Frequently asked questions with reference to the corporate university
- Case research into corporate university developments
- Case research into the evolution of a corporate university development process
- Envisioning development
- ECUANET – European Corporate Academies Transnational Best Practice Network
- Interim reflections on the corporate university and SME academy business development innovation and its diffusion
- Moving towards optimising demand-led learning – the 2005-2007 ECUANET Leonardo Da Vinci project
Strategic Management:
- Strategic directions in the management of the corporate university paradigm
- Managing intellectual leadership in corporate value
- The real-time corporate university becomes a reality
- The savvy learner
- Integrating programme and process performance QA
- Global corporate priorities and demand-led strategies
Managing Design Parameters:
- Managing the corporate university learning curve
- Establishing a methodology for appraising the strategic potential of the corporate university
- Configuring the corporate university – managing a portfolio of thinking schools
- How to configure the corporate university for success
- Issues relating to learning accreditation in corporate university management
- Design and management of an organization’s lifelong learning curriculum
Best Practice Management:
- Engendering corporate scholarship for top level management performance
- Managing the transition to the corporate university – a synthesis of client research
- Managing the issue of learning relevance in the formulation of corporate learning strategies
- Managing the corporate university watershed
- The new generation of corporate universities – co-creating sustainable enterprise and business development solutions
- The corporate university’s role in managing an epoch in learning organization innovation
- Configuring the structure and administration of learning management
- Exploration of a contextual management framework for strategic learning alliances
- Hunting goodwill along the intellectual equity trail