BUILDING TALENTS THRU THE CORPORATE UNIVERSITY

Luz Mercurio

Managing Director

Strategic Learning and Professional Development

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LUZ MERCURIO

Broadcast Communication, University of the Philippines

Master’s Degree in Leadership & Management Development – Ateneo Business School

Over 30 years in HR with domain expertise in Organization and Talent Development

ASEAN Region Learning Leader – GE Global Learning

ASIA PACIFIC HR MANAGER – Philips Electronics

VICE PRESIDENT- Learning and Talent Acquisition – GE Consumer Finance

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Organization Development

• Mission/Vision/Values Creation and Alignment

• Culture Building and Leadership Competency Development

• Strategic Planning and Alignment

• Building a Coaching Culture

• Change Leadership

• Building a Strengths- based Culture

Leadership and Personality Assessment

• Emotional Quotient (EQi version 2 and EQ 360)

• Strengthsfinder

• Myers Briggs Type Indicator (MBTI)

• DISC profiling

• Fundamental Interpersonal Relations Orientation – Business (FIRO – B)

• Leadership Assessment

Customized Learning and Talent Development

• Executive Development

• Fast Track Program for Top Talents

• Change Leadership Strategies

• Employee Engagement

• Team Building and Development

• Stress Management and Mindfulness Program

STRATEGIC LEARNING AND PROFESSIONAL DEVELOPMENT CONSULTING

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EDDIE DEL MAR (1919-1986)

Actor, Director, Movie Producer

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CENTENNIAL EVENT

- Book launch

‘ Life and Works of

Eddie del Mar”

- Screening of Eddie Del Mar’s film Bio

“ In His Image”

Directed by Dik Trofeo

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MELLIE MAGAT AND FAMILY How many of you belong to a

big family?

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MERCURIO FAMILY

How many of you have children in college?

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MY HOBBY

How many are into photography?

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I LEARNED HOW TO PAINT AT AGE 50 How many of you learned

something totally new in the past

year?

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My time will be well spent if…

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Education can no longer be confined to schools. Every employing institution has to become a teacher (Drucker,1987)

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WHAT IS A CORPORATE UNIVERSITY?

A corporate university is any educational entity that is a strategic tool designed to assist its parent organization in achieving its goals by conducting activities that foster individual and organizational learning and knowledge. Reference: Renaud-Coulon, Annick (2008). Corporate Universities, a lever of Corporate Responsibility.

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Objective Participation Faculty Sample Courses Campus

to inculcate

employees into

Apple’s business

culture and

educate them

about its history,

particularly as the

company grew.

Courses are not

required, only

recommended.

Employees sign up

for courses tailored

to their positions

and backgrounds

on an internal

website available

only to Apple staff

members.

The full-time

members of the

faculty design and

teach the courses.

Faculty members

include professors

from universities

like Yale; Harvard;

the University of

California-

Berkeley; Stanford;

and M.I.T.

Communicating at

Apple.”

“Project

Management.”

“Vendor

Management.”

“What Makes

Apple, Apple.”

- Cupertino,

California.

Occasionally,

classes are offered

in Apple’s offices

overseas, and the

professors travel

there to teach. -

Apple University

China.[9]

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Objective Participation Faculty Sample Courses Campus

Offer multi-day

seminar for

business

professionals to

learn the "secrets"

behind Disney's

customer service

and business

culture

Set programs for

professionals from

many different

industries, including

healthcare,

aerospace/

aviation,

government

/military,

food/beverage

and retail.

Full time internal

Faculty. Some are

cast members.

Disney Institute

hosted 40 different

programs with 3-

day to a week

long stay

-Animation,

Culinary,

Gardening, The

Great Outdoors,

Photography,

Television and

Youth.

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-designed to

instruct

personnel

employed by

McDonald's in

the various

aspects of

restaurant

management.

275,000

franchise owners

and managers

have completed

the intense

week-long

training program

and now have

Hamburgerology

degrees.

Full time Internal

Faculty accredited

by the American

Council on

Education

- Business

Management

- Social Skills

- Customer

Service

- Oakbrook,

Illinois Chicago

- Tokyo,

London,

Sydney,

Munich, São

Paulo and

Shanghai.

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Objective Participation Faculty Sample Courses Campus

-inspire, connect

and develop GE

leaders of today

and tomorrow

-Leadership

Programs

-Leadership

Experience Courses

– by nomination

-Leadership Skills-

open enrollment

Functional/Technica

l Courses – Business

led

Customer Programs

- Design Team

- Regional

Learning

Leaders

- Digital Faculty

- Faculty

Excellence

- Customer

Education

Faculty

-Leadership

Innovation and

Strategies

-Design Customer

Experience

-People Leader

Expectation

-Change

Acceleration

Program

-Leadership for

Customers

- Crotonville New

York

- Research

Centers (India,

Germany,China,

San Ramon, Rio

de Janeiro)

- Virtual

Classrooms

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CROTONVILLE, OUR GLOBAL LEADERSHIP INSTITUTE,

IS BOTH A PLACE AND AN IDEAL

40,000 PARTICIPANTS

4,200 CUSTOMERS

200 LOCATIONS

2,100 SESSIONS

Mission: inspire, connect, and develop

the GE leaders of today and tomorrow.

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Objective Participation Faculty Sample Courses Campus

- To provide

formal

education

- Maintain

absolute

autonomy (with

own board of

trustees)

- Design

curriculum

according to

requirement of

the company

-factory workers to

executives

-1990 offered

courses to non-

employees

- Most are visiting

professors

- Chief Learning

Officer

Three broad topics

1. Engineering

2. Sales &

Marketing

3. Manufacturing

4. 6 Sigma

-VP Institute – for

new executives

-GM Toolkit

-Building world

class leaders thru

coaching

Illinois

1979 – Training

and Education

Center

1989 - University

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to further digital

transformation

-builds capability

in individuals and

organizations to

learn, connect and

innovate

breakthrough

solutions

-interns to

executives

- Boeing technical

experts

- Boeing scientists

and engineers

give real-life

aerospace

industry project

to WSU

students

- accelerating

technologies like

artificial

intelligence,

robotics and

digital biology.

- Engineering,

Business

internship and

Rotational

Programs

Singularity

University-

Mountainview,

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CORPORATE UNIVERSITY BENEFITS

ORGANIZATION INDIVIDUAL

Cultivates learning

Develops strategic leadership

Accelerates competency development

Links learning to business objective

Branding Opportunity

Improve Customer Service & Retention

The Next Generation of Corporate Universities

By Mark Allen, Ph.D.

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ALIGN IDENTIFY CREATE DESIGN ROLL-OUT MEASURE

-Vision, Mission,

-Learning Model-

Learning

Priorities aligned

to Corporate

Strategy

-Learning Resources

(Tools/Technology)

-Learning Programs

-Learning Partners

-Faculty &

Participants

-Stakeholders level

of commitment

-Budget

-Governance

Structure

-Core Process

-Link to

performance

management

- Curriculum

-Roll-out Plan

-Culture Change

Strategy

-Process and

Impact

-Success

indicators and

rhythm

-Learning

calendar

-Pilot run

-e- learning and

blended learning

programs

-Manage

partners and

vendors

-Market

programs

CORPORATE UNIVERSITY ROAD MAP

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We live in an uncertain world

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Operating Model

and Capabilities

Data and

Connected

Infrastructure

Partner

Ecosystem

1 2 3 Talent & Culture

Change

4 Incentives &

Pricing

5

• Digital capability

model

• Power of the CDO to

drive mutual

accountability

• Preserve the core,

nurture market

expansion

• Leverage the app

economy via co-

innovation

• Access enterprise-

grade security and

scalability

• World class physics-

based & predictive

models

GE’S DIGITAL TRANSFORMATION STORY

• Scalable global

framework

• Co-innovation models

• Agreement structure

and partner GTM

frameworks

• Digital talent

• FastWorks –

hypothesis-driven

agile, iterative

innovation at scale

• GE Beliefs

• Performance

Development

• Value-based pricing

• Outcomes-based

agreements

• Commercial-incentive

programs

Change the game Harness the data Go Together, Go Far Outcome Focused Build Digital DNA

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EMPLOYEE EXPERIENCE

Changes in technology, workplace and beliefs

Digital Physical Cultural

Digital

• On-premise to cloud

• Stand alone apps to integrated

Physical

• Standard set up to activity based

• Workstation to Workplace

Cultural

• Process to experience

• Challenging work to Connection and Purpose

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Areas of Focus

Employee

Experience

Cultural

Purpose

Physical

Digital

People

Leader

Developmen

t

Challenge & Stretch

Team & Relationship

Job Content

Tools & Technology

Workspace & Environment

GE Beliefs

Simplification

FastWorks

Performance Development

LEAN

Digital Industrial

Biz Purpose

Affinity Networks

GE Volunteers

Ecomagination

Building Capabilities

Career Aspirations

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Priorities … Focused collections for business impact

Open to all employees, band agnostic, accessible through BrilliantYou

LEAD

People WELL

High Performing

Team Simplify

THE COMPLEX

Becoming

Digital/

Industrial

CURIOUS FOR

Context

3

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Leadership development at GE: A career-long journey

A portfolio of opportunities

to support individual and

collective growth, across

all career stages

About 80% of learning

happens on the job

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Leadership development at GE: A career-long journey

A portfolio of opportunities

to support individual and

collective growth, across

all career stages

About 80% of learning

happens on the job

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Leadership development at GE: A career-long journey

A portfolio of opportunities to

support individual and collective

growth, across all career stages

About 80% of learning

happens on the job

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EARLY CAREER

EXPERIENCED

OMLP Operations Management Leadership Program

ITLP Information Technology Leadership Program

HRLP Human Resources Leadership Program

FMP Financial Management Program

CLDP Communications Leadership Development Program

CLP Commercial Leadership Program

EEDP Edison Engineering Development Program

SLP Software Leadership Program

ECLP Experienced Commercial Leadership Program

JOLP Junior Officers Leadership Program

Building our next generation of leaders

ACCELERATORS

CLS Corporate Leadership Staff

CAS Corporate Audit Staff

CTS Corporate Technology Staff Philip

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From Corporate University to Learning Academy William Miller – Faculty Leader of GE Global Learning

• African Leadership University

CEO – Fred Swanikei

Partnership with GE

African Industrial Internet

Program

Objective: Transform

Engineers to Digital Engineers

Continuous Learning

Leading People

Operational Leadership

Strategic Thinking

Collective Learning

Critical Thinking

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• An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.

Jack Welch

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luzm.mercurio@gmail.com

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