From the moment the first corporate university (CU) was created and the term was coined, the central metaphor of university has proved a double-edged sword. The emphasis on university has been a driving force in moving companies beyond a restricted and siloed approach to training, to a central vision for learning within the organization. On the other hand, there have been failures and many corporate universities have struggled to bring a business rigour to learning or to align their development with the key business and financial drivers of the organization.Handbook of Corporate University Development draws on experience from around the world, to provide anyone responsible for strategy and learning - at senior levels in government, education and business - with a picture of current best practice. The Handbook is not a prescriptive 'how-to', rather an exploration of key issues such as:- Who owns a corporate university initiative?- How is the funding managed?- How is the CU aligned with business strategy?- How do CU directors and project managers deploy resources?- How do they deal with suppliers?- How do they report and measure CU performance?- What are the processes and technologies needed to provide and support different forms of learning?- How can you blend different media?- How do you assess what learning has taken place?- What are the future prospects and potential for corporate universities?It is time for the corporate university to demonstrate how business rigour, handled deftly and with strong and perceptive leadership, can revolutionize learning both inside and outside the organization. Handbook of Corporate University Development is an important catalyst towards this process.

Preface

Notes on Contributors

xiii

PART I -- POSITIONING THE CORPORATE UNIVERSITY

Introduction

(2)

Corporate Universities as Strategic Learning Initiatives

(12)

Rob Paton

Geoff Peters

John Storey

Scott Taylor

Introduction

(1)

The scale and significance of corporate learning

(1)

The origins and spread of the corporate university phenomenon

(1)

What's new and different about corporate universities?

(1)

A public and private phenomenon

(1)

New modes of knowledge creation and knowledge sharing

(1)

Types of corporate university

(1)

Formative decisions

(2)

Diversity - and convergence?

(2)

Conclusions

(1)

References

(1)

Using a Corporate University Initiative to Drive Strategic Change

(12)

John Storey

Beate Bungartz

Introduction

(1)

The case in the context of the debates in the literature

(1)

Background to the case

(1)

The corporate university

(8)

Discussion

(1)

References

(1)

Innovating at Scale: The NHSU

(14)

Lee Taylor

Bob Fryer

Introduction

(1)

Developing the ambition: Moving from concept to delivery

(1)

A development plan for consultation

(1)

Setting priorities: Initial learning programmes and services

(1)

Some tough issues for NHSU

(1)

Establishing learner needs and matching them to curriculum provision

(1)

Programme development models

(1)

Academic organization

(1)

Making a reality of widening participation

(2)

Stakeholders and interest groups

(1)

Aspiring to university title

(2)

NHSU as a corporate university

(1)

Conclusion

(1)

Note

(1)

References and further reading

(2)

Addressing Key Skill Shortages in the International Information Technology Industry

(10)

Michelle Selinger

Introduction

(1)

E-learning at Cisco

(1)

The Cisco Networking Academy Program -- providing skills for the Information Age

(1)

Cultural relevance

(1)

Recognition and accreditation

(2)

Public-private partnership in education - the role of industry

(1)

Looking ahead: Future education investments

(2)

References

(1)

The Rise and Fall of a Major Corporate University: The Case of Aqua Universitas

(18)

Peter Matthews

Introduction

(1)

The change drivers

(1)

Vision of the University of Water

(1)

The structure and operation of the Aqua Corporate University

(3)

Transformation Journey

(1)

Competencies, performance management and personal development plans

(1)

Innovation

(1)

Production

(1)

Customer services

(1)

Some insights

(1)

Postscript: What happened after 1999?

(5)

PART II -- ORGANIZING AND MANAGING A CORPORATE UNIVERSITY

Introduction

(2)

Evolution and Experimentation: The Barclays University Case

(12)

Scott Taylor

John Rogers

John Storey

Introduction

(1)

Origins

(5)

bu in operation: the sub-case of Barclaycard

(4)

Discussion and conclusions

(1)

Note

(2)

The Centralization Dilemma (and a Balanced Solution)

(14)

Jean-Claude Nataf

Stacia Vigne

Introduction

(1)

The ST University - principles and practices

(4)

ST's solution to the centralization dilemma: A mixed and balanced model

(3)

The ST balanced service model in practice - the case of the School of Sales and Marketing

(2)

Conclusions

(4)

Doing Business with Business Schools

(12)

Raymond Madden

Introduction

(1)

The marketplace

(2)

Corporate universities in Europe

(1)

Who runs corporate universities?

100

(4)

A new operating model

104

(2)

Conclusion

106

(1)

Notes

107

(2)

Working with E-learning Suppliers

109

(14)

Perry Williams

Introduction

109

(1)

Aims and methods

109

(5)

The development process

114

(5)

Costs and timescales

119

(2)

Conclusion

121

(1)

Acknowledgements

121

(2)

Reviewing and Reporting Results

123

(10)

Rob Paton

Introduction

123

(1)

Evaluating courses and programmes: Kirkpatrick's levels and beyond

124

(2)

The chimera of return on investment

126

(2)

Scorecards for corporate universities

128

(2)

Conclusions: Taking measurement seriously, but not literally

130

(2)

References

132

(1)

Partnering Educational Providers in a Developing Country

133

(6)

David Morris

Introduction

133

(1)

The experiment in internationalizing the corporate university

134

(3)

Conclusions

137

(1)

Note

137

(2)

Gaining Accreditation for a Corporate University

139

(18)

Gordon Shenton

Peter Clist

Daniel Dirks

Introduction

139

(1)

The development of CLIP

140

(1)

Self-assessment

141

(1)

Peer review

141

(4)

Lessons learned about corporate universities and other managerial initiatives

145

(2)

Implications for the development of CLIP

147

(1)

The role of senior management

148

(2)

Approaching dilemmas and towards the future

150

(5)

PART III -- LEARNING TECHNOLOGIES AND PROCESSES

Introduction

155

(2)

What E-Learning Has Taught Us

157

(12)

Kieran Levis

Introduction

157

(1)

The success stories

158

(1)

Learning from failure

158

(3)

Measuring the markets for e-learning

161

(2)

The pattern of adoption

163

(1)

Radical versus tactical adoption

164

(1)

Early adopters and the mainstream

164

(1)

Is it really a revolution?

165

(1)

How learning markets will change

166

(2)

References

168

(1)

Designing for Blended Learning

169

(12)

Jim Flood

Rob Paton

Introduction

169

(1)

Two types of `blend'

169

(3)

Factors to consider in `blending'

172

(2)

Blending in practice

174

(1)

It's the pedagogy, stupid

175

(2)

Whose blend is it anyway?

177

(2)

Conclusions: E-learning revisited

179

(1)

References

180

(1)

The Assessment of Workplace Learning: Issues and Approaches

181

(12)

Robin Mason

The assessment crisis

181

(1)

The need to rethink assessment

181

(1)

Workplace learning

182

(2)

Assessment in the workplace

184

(3)

Assessment methods

187

(2)

Online assessment

189

(2)

Conclusion

191

(1)

References and further reading

192

(1)

Developing an E-enabled Corporate Learning Strategy

193

(14)

Peter Bentley

Introduction

193

(1)

Backdrop: The context and origins of the SOU

193

(3)

The strategic review

196

(3)

The new strategy

199

(3)

Towards implementation

202

(3)

Conclusions

205

(1)

References

206

(1)

Communities of Value: Harnessing the Power of Networked Learning

207

(12)

Crystal Schaffer

Steven Smith

Introduction

207

(1)

Connecting people to people with bottom line as the measure

208

(1)

The International Business School: Cementing lasting business networks

209

(2)

Traditional communities, innovative methods

211

(1)

Communities of gurus and masters

211

(1)

Lessons learned: Creating your own revolution

212

(5)

Note

217

(1)

References

217

(2)

Networked Learning in the Public Sector: The Case of NCSL

219

(16)

David Jackson

Introduction

219

(2)

Context, development and design

221

(11)

Conclusion

232

(1)

References and further reading

232

(3)

Delivering Business Benefit through Organizational Learning

235

(20)

Paul McCoy

Richard West

Introduction

235

(1)

The Virtual University within BAE Systems: Its remit and approach

236

(3)

Organizational learning in practice

239

(5)

Individual learning and the development of professional capability

244

(1)

VU online learning infrastructure

244

(2)

Autonomy: A key supporting technology for organizational learning

246

(1)

Where are we now?

247

(2)

In conclusion: Looking ahead

249

(1)

Note

250

(3)

PART IV -- PROSPECTS AND POSSIBILITIES FOR CORPORATE UNIVERSITIES

Introduction

253

(2)

The Emerging Technologies

255

(14)

Peter Scott

Introduction

255

(2)

The semantic web and intelligent agency

257

(2)

Working with rich media

259

(5)

Presence

264

(3)

Conclusion

267

(1)

Acknowledgement

267

(1)

References and further reading

268

(1)

Increasing the Business Impact of Learning: Lessons from High-Performance Learning Organizations

269

(12)

Jeanne C. Meister

Jonathan Andrews

Thomas Kraack

Introduction

269

(2)

Trend 1: Managing learning to deliver business impact

271

(5)

Trend 2: Customer and channel partner education

276

(1)

Trend 3: Learning that looks like knowledgement, collaboration and performance support

277

(3)

Conclusion

280

(1)

Notes

280

(1)

Index

281

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Handbook Of Corporate University Development

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