Transcript The Corporate University Challenge prof.drs. R. Sybren Tijmstra EFMD Executive Education Network

The Corporate University
Challenge
prof.drs. R. Sybren Tijmstra
EFMD Executive Education Network
Madrid September 14, 2000
CU Learning Group;some
Reflections
 Reasons
for this trend
 How strategic is the approach?
 Way to assure strategic approach;BSC
 Relationship with executive education
centres
 Strategic purchasing approach
 Partnering challenge
CU2
TIMS Consultancy
Reasons for this Trend
 Human
assets more important
 Personal-team-organisational development
 Direct operational pay-off training (ROI)
 Concentration trends-one corporate culture
 E-learning
 Image labour market (employability)
 Dissatisfaction external providors
CU3
TIMS Consultancy
Strategic Approach?
 Fancy
name for training department
 E-learning only driver
 Specific projects;new operational skills
 Limited strategic approach;support existing
operations
 Full strategic role (linked with future
centre,knowledge management,enlarged
enterprise,labour market image etc..)
CU4
TIMS Consultancy
What are your
financial objectives?
What
market are
you
serving?
VISION/STRATEGY
CU Balanced Scorecard
How do you
support
innovation in the
organisation?
CU5
TIMS Consultancy
What
operational
process do you
intend to use?
Financial
Performance
Market
Performance
Participants
VISION/STRATEGY
CU Balanced Scorecard
Personnel/MD
Staff
Line
Management
Top
Management
Innovation
Performance
Support Learning Organisation
Networking
Synergy
CU6
TIMS Consultancy
Process
Performance
Market
Performance
Innovation
Performance
Participants
Reach
Satisfaction
Retaining
Career Growth
Personnel/MD Staff
Acceptance
Co-operation
Support learning
organisation
Performance
VISION/STRATEGY
CU Balanced Scorecard
Line Management
Link strategy to objectives
Bottom line
Interaction after the
programme
Synergy
Successful joint
ventures
Successful integration
of acquisitions
Successful partnering
Top Management
Increased effectiveness of
the organisation
CU7
Networking
TIMS Consultancy
Financial
Performance
Market
Performance
Labour Market
VISION/STRATEGY
Process
Performance
CU Balanced Scorecard
Suppliers
Customers
External Non
Related Parties
Innovation
Performance
Link with Competence Models
Self-fulfillment Aligned with Corporate Objectives
Knowledge Management (Explicit/Tacit)
CU8
TIMS Consultancy
Market
Performance
Innovation
Performance
Labour Market
Image
Attractiveness
Competence Models
Suppliers
Strengthened links
Improved performance
CU Balanced
Scorecard
Customers
Satisfaction
Entrepreneurship
Drive
Knowledge
Management
Strengthened links
Spread of explicit
knowledge
Unlocking tacit
knowledge
External Non-Related
Parties
Contribution to
enlarged entreprise
Contribution to self
funding
CU9
Self-Fulfillment
TIMS Consultancy
Process
Finance
Define scope
Needs analysis
Central vs. decentral
Speed of role-out
Project based activities
Virtual vs. residential
Structure of programme
offerings
Choice of didactical
approach and tools
In- versus out-sourcing
VISION/STRATEGY
CU Balanced Scorecard
External recognition:
Alliances with
educational institutions
Logistics
CU10
Percentage of self
funding
Percentage of
external customers
Return on
investment
Long term
sustainable growth
Short term
payoff intervention
approaches
Risk management
tool
TIMS Consultancy
Relationship with Executive
Education Centres
 Needs
analysis
 Programme design
 Didactical approach
 Programme management
 Delivery
 Degree recognition
 PARTIAL OUTSOURCING
CU11
TIMS Consultancy
Partial Outsourcing
 Control
 Service
classification
 Purchasing classification & behaviour
 Different intensity of steering
CU12
TIMS Consultancy
High
Strategic
control
Moderate
Low
Potential for Competitive Edge
Strategic Risk & Competitive Advantage
Moderate
control
Low
control
Low
Moderate
High
Strategic Risk of Outsourcing
CU13
TIMS Consultancy
Service Classification
High
Importance
of
Purchasing
Leverage Items
Strategic Items
• Low supply risk
• High supply risk
Non-critical Items Bottleneck Items
• Low supply risk
• High supply risk
Low
High
Complexity of Supply Markets
CU14
TIMS Consultancy
Service Classification
Importance
of
Purchasing
Leverage Items
Strategic Items
• Low supply risk
• Interchangeable
• High supply risk
• Partnerships
Non-critical Items Bottleneck Items
• Low supply risk
• Efficient buying
• High supply risk
• Security of supply
Complexity of Supply Markets
CU15
TIMS Consultancy
Purchasing classification & behavior
Importance
of
Purchasing
Leverage
Non-critical
Strategic
Bottleneck
Complexity of Supply Markets
CU16
TIMS Consultancy
Different intensity of steering
“Delegate”
Importance
of
Purchasing
Active Steering
Leverage
Non-critical
Strategic
Bottleneck
“Centralize”
Complexity of Supply Markets
CU17
TIMS Consultancy
Partnering Challenge
 Open
communication
 No hidden agenda’s
 Empathy
 Real co-makership
 Becoming part of each others value chain
 Trust
 Each others competitors?
CU18
TIMS Consultancy