The Corporate University Challenge prof.drs. R. Sybren Tijmstra EFMD Executive Education Network Madrid September 14, 2000

CU2TIMS Consultancy CU Learning Group;some Reflections F Reasons for this trend F How strategic is the approach? F Way to assure strategic approach;BSC F Relationship with executive education centres F Strategic purchasing approach F Partnering challenge

CU3TIMS Consultancy Reasons for this Trend F Human assets more important F Personal-team-organisational development F Direct operational pay-off training (ROI) F Concentration trends-one corporate culture F E-learning F Image labour market (employability) F Dissatisfaction external providors

CU4TIMS Consultancy Strategic Approach? F Fancy name for training department F E-learning only driver F Specific projects;new operational skills F Limited strategic approach;support existing operations F Full strategic role (linked with future centre,knowledge management,enlarged enterprise,labour market image etc..)

CU5TIMS Consultancy VISION/STRATEGY CU 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?

CU6TIMS Consultancy VISION/STRATEGY CU Balanced Scorecard Market Performance Financial Performance Process Performance Innovation Performance Participants Personnel/MD Staff Line Management Top Management Support Learning Organisation Networking Synergy

CU7TIMS Consultancy VISION/STRATEGY CU Balanced Scorecard Market Performance Innovation Performance Participants Reach Satisfaction Retaining Career Growth Personnel/MD Staff Acceptance Co-operation Line Management Link strategy to objectives Bottom 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

CU8TIMS Consultancy VISION/STRATEGY CU Balanced Scorecard Market Performance Financial Performance Process Performance Innovation Performance Labour Market Suppliers Customers External Non Related Parties Link with Competence Models Self-fulfillment Aligned with Corporate Objectives Knowledge Management (Explicit/Tacit)

CU9TIMS Consultancy Innovation Performance CU Balanced Scorecard Market Performance Labour Market Suppliers Image Attractiveness Strengthened links Customers Strengthened links External Non-Related Parties Contribution to enlarged entreprise Contribution to self funding Competence Models Improved performance Self-Fulfillment Satisfaction Entrepreneurship Drive Knowledge Management Spread of explicit knowledge Unlocking tacit knowledge

CU10TIMS Consultancy VISION/STRATEGY CU Balanced Scorecard ProcessFinance 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

CU11TIMS Consultancy Relationship with Executive Education Centres F Needs analysis F Programme design F Didactical approach F Programme management F Delivery F Degree recognition F PARTIAL OUTSOURCING

CU12TIMS Consultancy Partial Outsourcing F Control F Service classification F Purchasing classification & behaviour F Different intensity of steering

CU13TIMS Consultancy Strategic Risk & Competitive Advantage Low Moderate High Strategic Risk of Outsourcing Potential for Competitive Edge Low control Moderate control Strategic control

CU14TIMS Consultancy 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

CU15TIMS Consultancy Service Classification Importance of Purchasing Complexity of Supply Markets 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

CU16TIMS Consultancy Purchasing classification & behavior Importance of Purchasing Complexity of Supply Markets LeverageStrategic Non-criticalBottleneck Relational Strategic Commercial Transactional Quantum Leap

CU17TIMS Consultancy Different intensity of steering Importance of Purchasing Complexity of Supply Markets LeverageStrategic Non-criticalBottleneck Relational Strategic Commercial Transactional Quantum Leap Active Steering “Centralize” “Delegate”

CU18TIMS Consultancy Partnering Challenge F Open communication F No hidden agenda’s F Empathy F Real co-makership F Becoming part of each others value chain F Trust F Each others competitors?