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 years, 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 years 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: Building and Expanding the Learning and Technology Architecture
When asked about the current state of infrastructure used to manage learning and talent activities at their organizations, survey responses indicate that there are no clear best practices for selection or implementation. The variety of approaches were the result of differing corporate needs, structures, budgets and legacy systems. What the survey responses do provide is a glimpse into the current state:
- There is no single infrastructure design or process that can be said to be best practice.
- Very few organizations (5-10%) built their own enterprise-wide, proprietary learning and talent system; the vast majority of systems are non-proprietary and non-integrated.
- Many expert organizations (those scoring in the highest 20% of all respondents) have not yet determined a need for systems beyond the LMS.
- More expert organizations work with external technology partners.
When asked about the most effective approach to adding new technologies to the learning technology infrastructure, learning leaders cited multiple approaches without a clear consensus. Expert companies test technologies through technology pilots; indeed, the majority of learning leaders prefer to have a dedicated person or team research and then recommend technologies. The majority of respondents also indicated that they are actively searching for ways to leverage existing technologies within their companies (ex: Microsofts SharePoint) thus avoiding the need to invest learning budget dollars.
Certainly, as infrastructure ages and technology continues to advance, investments in learning and talent infrastructure will need to be made. Perhaps in the next annual survey, respondents will indicate a willingness to make the leaps of faith in technology that can continue to support learning cultures.