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6. A strategic imperative of organizational learning
"Only organizations that are able to learn faster than their
competitors will be leading in the future."
- Peter Senge
Page 6
© 2013 Center for Strategy & Leadership
10. Organizational learning: Why?
Alignment requires
learning
Constant alignment with the environment is
needed to stay competitive
The world becomes
more complex
Page 10
© 2013 Center for Strategy & Leadership
11. Ongoing alignment: The ‘commoditization slide’
Virtual
Monopoly
Low
Competitive
Intensity
High
Perfect
Competition
Time
Source: Meyer (2007)
Page 11
© 2013 Center for Strategy & Leadership
12. Strategy: A balancing act for constant alignment
Exploitation
Optimizing the
current
business model
Page 12
Exploration
Renewal beyond
the current
business model
© 2013 Center for Strategy & Leadership
14. Constant alignment and organizational learning
Strategy
implementation
School strategy
Page 14
Transformational
learning
College strategy
Exceptional
learning
Academy strategy
© 2013 Center for Strategy & Leadership
Source: Rademakers 2014
Learning
as usual
16. World-class organizational learning
How do world-class companies around the globe
shape and take advantage of organizational learning?
Shell Project
Academy
Canon Academy
Pride Center
The College
Corporate Universities
as drivers of
organizational learning
Mars University & the
Customized Learning Group
Page 16
Philips
Lighting
University
Ducati
Coarse
Your
Academy?
© 2013 Center for Strategy & Leadership
17. Kenya Airways Pride Centre
The Kenya Airways Pride Centre is part of the growth strategy launched in
2010, known as ‘Project Mawingu’. The strategy is to cover 115 destinations
and grow the fleet to a total of 120 planes by 2021 (i.e. doubling in size).
Page 17
© 2013 Center for Strategy & Leadership
18. Kenya Airways Pride Centre
The Kenya Airways Pride Centre is part of the growth strategy launched in
2010, known as ‘Project Mawingu’. The strategy is to cover 115 destinations
and grow the fleet to a total of 120 planes by 2021 (i.e. doubling in size).
Focus
Training for cargo handling, maintenance, hospitality,
and in particular cabin crew training.
Profile
The learning hub of Kenya Airlines
Reason for existence
• Avoid shortages of staff with the competences and
attitude crucial for the Kenya Airways growth
strategy.
• Secure IATA certification:
The license to operate for the company.
Page 18
© 2013 Center for Strategy & Leadership
19. IKEA: The College
The IKEA College enables an ambitious growth strategy through codified
knowledge transfer. Organizational learning is driven by a ‘flying expert
team’ helping to start up IKEA stores around the world, store-to-store best
practice sharing, and top-down new product introductions.
Page 19
© 2013 Center for Strategy & Leadership
20. Shell Project Academy
The Shell Project Academy was established in 2005, on demand of the
CEO, in the face of the increasing complexity of exploration projects for
new oil and gas reserves. Vision: competitive advantage would become
driven by superior project management capabilities of the organization.
Focus
• Create and maintain a project management
community sufficient in numbers and
outperforming the competition.
Profile
• The center of expertise for world-class project
management in the oil and gas industry.
Reason for existence
• Build, secure and leverage project
management excellence as a source of
sustainable competitive advantage.
Page 20
© 2013 Center for Strategy & Leadership
21. Canon Academy Europe
Canon Academy Europe is fully embedded in the organization. Business
unit managers represent the Canon Academy in senior management team
meetings. The Academy is particularly valuable because its wide network
within and outside the international Canon organization.
Focus
Creates networks of leaders, experts and
‘test pilots’, and facilitates team sessions
for knowledge exchange and strategy
implementation.
Profile
The vehicle for strategy implementation
Reason for existence
• Driving strategy implementation
• Accelerating change through learning
Page 21
© 2013 Center for Strategy & Leadership
22. Philips Lighting University
Philips Lighting University is part of Marketing, and has been
established in 2010 to enable the company to stay abreast of the rapid
developments in the LED technology-driven business
Focus
• Remove knowledge barriers that hinder
the Philips Lighting sales and marketing
force and their partners to be successful
in a new LED-driven era.
Profile
‘The world of lighting is changing fast. We
bring speed to knowledge’
Reason for existence
• Achieve that employees want to learn
about new developments in the field of
LED to enhance business performance.
Page 22
© 2013 Center for Strategy & Leadership
23. Mars University – Customised Learning Group
The Customised Learning Group (CLG) is a separate unit of Mars University,
aimed to deliver tailored learning interventions upon request of the Mars
business units and divisions.
Focus
Seeking trends, assessing needs and
delivering interventions to address
business challenges of Mars Segments.
Profile
The innovation arm of the Mars Corporate
University
Reason for existence
• Helping to break through organizational
silo’s to further knowledge exchange in
the quest to find solutions for Mars
business challenges.
Page 23
© 2013 Center for Strategy & Leadership
24. Ducati Corse: B2B co-operative learning
Ducati Corse is the epicentre of co-operative learning between
business units from companies like Shell, Brembo, Bridgestone,
and many more. Why ride alone, when there is strength in numbers?
Focus
• To bring together the best talents, businesses
and their technologies, aimed to collectively
learn how to set the next performance
standards.
Profile
• Industry top player in the industry, which
understands the power of business-to-business
co-operation.
Reason for existence
• Source of the newest and best technologies in
the field of high-performance motorbikes.
Page 24
© 2013 Center for Strategy & Leadership
25. Constant alignment and organizational learning
Strategy
implementation
School strategy
Page 25
Transformational
learning
College strategy
Exceptional
learning
Academy strategy
© 2013 Center for Strategy & Leadership
Source: Rademakers 2014
Learning
as usual
27. Focus to lead in corporate learning
Academy
activities
School
focus
School strategy
Page 27
Academy
focus
Exploration
Academy
activities
Implementation
Exploitation
College
focus
College strategy
Academy strategy
© 2013 Center for Strategy & Leadership
28. School, College and Academy focus in practice
Lighting
University
Pride center
‘The College’
Mars University
School strategy
Page 28
Project
Academy
Canon Academy Europe
College strategy
Customized
Learning
Group
FCA Academy
Academy strategy
© 2013 Center for Strategy & Leadership
29. Corporate Universities: Lessons Learned
1. Do not try to be everything to
everyone. Excel in your area of
focus.
2. Make sure that your corporate
university has a clear profile in
the eyes of the parent
organization members
3. Top management commitment
to organizational learning is
indispensible for success.
Page 29
Pride center
Project
Academy
‘The College’
Mars University,
Customized Learning
Group
Lighting
University
Canon Academy Europe
© 2013 Center for Strategy & Leadership
30. "Our progress as an organization can be
no swifter than our progress in learning"
