Think as a Corporate University | Branding point of view

Branding

Think as A Corporate Universitya branding approach

September 2012

Roberta Larocca and Cristián Saracco

Español / English

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

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

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



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

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

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

Sub-Agenda



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



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



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

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

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



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

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

Society

No client

Client

Employee

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Confidence Circles In-Out

“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

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



Based on Seven Pillars

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1. Strategy setting2. Project planning

3. Branding4. Infrastructure

5. Curriculum6. Learning programs &

support7. Assessment and

accreditation

Global Citizen

Industry

Organization

Learning &

Development

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Attaining itsValue ChainContribution Model

Leadership Commitment

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

Measuringthe created value

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• Increaseapplication

• Reach more leaders

• Solveproblems faster

Is a catalyst

that builds meaningful

relationships in

the minds of

the audience

by appealing to

identity

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Brand

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

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

Dialoguesbuild the balance

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• Learning team experience• Participants experience• Professor experience• Business experience• Strategic alliances experience

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

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

…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

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

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

Think as a Corporate University | Branding point of view

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