CorpU 10th Annual Excellence in Learning & Innovation Benchmarking Study: Learning Brand – Going Beyond Logos
CorpU 12 Dimensions of Learning Excellence and Innovation Framework
Corporate University Xchange, a private membership of senior learning and talent executives, was founded in 1997. Members pay an annual fee in exchange for access to cutting-edge research, practitioner-tested tools, and facilitated peer-to-peer networking. Their “12 Dimensions of Learning Excellence and Innovation Framework” draws upon more than ten years of data from more than 800 companies, as well as over 12 years of research into what actually drives learning excellence. The Corporate University Xchange has identified some of the most important characteristics of these successful learning organizations and these 12 operational skill sets collectively enable learning functions to align, organize, measure, and execute. Each year, The Corporate University Xchange issues its benchmarking report and this year’s, the 10th Annual Learning Excellence and Innovation Benchmarking Study, provides not only timely updates to the robust database but also highlights key past actions of top performing companies and also articulates future trends. This year’s study has interesting findings that serve as guideposts for its member companies. More than 150 companies responded to over 100 questions; the study, in partnership with Harvard Business School Publishing, was conducted from November 2009 and February 2010.
In these three posts, I will be highlighting the key findings in these areas: Learning Structure and Governance; Learning Brand and Technology Architecture. To learn more about membership or the report, visit them at http://www.corpu.com
Highlights re: Learning Brand.
Given the view that a learning brand, like any brand, consists of three things (brand promise, brand marketing and brand experience) and that all three must be present to be a “strong” learning brand, the study asked respondents to weigh in on their learning brand as well as their thoughts on the effectiveness of brand.
In answer to the question, “How do you promote your learning and talent function’s brand promise?” respondents indicated that they:
- Develop and publish a written statement (mission statement) that describes the commitment to improving business results;
- Document and distribute evidence of how our programs have improved business performance;
- Describe and promote stores about the success participants have achieved as a result of programs and services;
- Describe the organization’s commitment to growing talent in literature used to recruit new talent;
- Describe the increased demand for programs and services that reflect a shift in organizational behavior;
- Describe and promote stories about the commitment that influencers (senior leaders, line managers) have to programs and services; and
- Respond aggressively to what we perceived as indifference to our brand.
Those organizations which scored among the highest 20% (“Expert” companies) do these things by a much wider margin in 6 of 7 areas.
When asked about the specific actions taken to create a stronger emotional connection with the learning and talent brand, respondents did many things:
- Created a recognizable image to identify the brand;
- Sold/gave away personal items marked with the brand;
- Repeatedly used slogans;
- Made presentations; and
- Shared success stories internally and externally to reinforce the brand value.
Again, those organizations deemed “Expert” were clearly more savvy about the use of branding techniques and used the corporate communication channels available to them to share success stories. In fact, these “expert” organizations describe the commitment of and involvement in learning and talent activities in these communication vehicles with much greater frequency than all others.
In branding, it’s been my experience that you have the have a good story to tell and then tell it well. And then make sure you deliver what you promise!
