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

CU2 TIMS Consultancy

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


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


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..)


VISION/STRATEGYCU Balanced Scorecard

What market are

you serving?

What are your financial objectives?

What operational

process do you intend to use?

How do you support

innovation in the organisation?



Market Performance

Financial Performance

ProcessPerformance

Innovation Performance

Participants

Personnel/MD Staff

Line Management

Top Management

Support Learning Organisation

Networking

Synergy



Market Performance


Participants

Reach SatisfactionRetaining

Career Growth

Personnel/MD Staff

AcceptanceCo-operation

Line Management

Link strategy to objectivesBottom line

Top Management

Increased effectiveness of the organisation

Support learning organisation

Performance

Networking

Interaction after the programme

Synergy

Successful joint ventures

Successful integration of acquisitions

Successful partnering



Market Performance

Financial Performance

ProcessPerformance


Labour Market

Suppliers

Customers

External Non Related Parties

Link with Competence Models

Self-fulfillment Aligned with Corporate Objectives

Knowledge Management (Explicit/Tacit)



CU Balanced Scorecard

Market Performance

Labour Market

Suppliers

Image Attractiveness

Strengthened links

Customers

Strengthened links

External Non-Related Parties

Contribution to enlarged entrepriseContribution to self

funding

Competence Models

Improved performance

Self-Fulfillment

SatisfactionEntrepreneurship

Drive

Knowledge Management

Spread of explicit knowledge

Unlocking tacit knowledge


VISION/STRATEGY

CU Balanced Scorecard

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

External recognition:Alliances with

educational institutions Logistics

Percentage of self funding

Percentage of external customers

Return on investment

Long term sustainable growth

Short term payoff intervention

approaches

Risk management tool


Relationship with Executive Education Centres

Needs analysis Programme design Didactical approach Programme management Delivery Degree recognition PARTIAL OUTSOURCING


Partial Outsourcing

Control Service classification Purchasing classification & behaviour Different intensity of steering


Strategic Risk & Competitive Advantage

Low Moderate High

Low

Mod

erat

e

H

igh

Strategic Risk of Outsourcing

Po

ten

tial

fo

r C

om

pet

itiv

e E

dg

e

Low control

Moderate control

Strategiccontrol


Service Classification

Importance of

Purchasing

Complexity of Supply Markets

Leverage Items

• Low supply risk

Strategic Items

• High supply risk

Non-critical Items

• Low supply risk

Bottleneck Items

• High supply risk

Low High

High


Service Classification

Importance of

Purchasing


Leverage Items

• Low supply risk• Interchangeable

Strategic Items

• High supply risk• Partnerships

Non-critical Items

• Low supply risk• Efficient buying

Bottleneck Items

• High supply risk• Security of supply


Purchasing classification & behavior

Importance of

Purchasing


Leverage Strategic

Non-critical Bottleneck

RelationalStrategic

CommercialTransactional

Quantum Leap


Different intensity of steering

Importance of

Purchasing


Leverage Strategic

Non-critical Bottleneck

RelationalStrategic

CommercialTransactional

Quantum Leap

Active Steering

“Centralize”

“Delegate”


Partnering Challenge

Open communication No hidden agenda’s Empathy Real co-makership Becoming part of each others value chain Trust Each others competitors?

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

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