CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESS
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Evolving Corporate Universities (ECU) Webinar December 2011 • The importance of embedding a best practice management infrastructure in the organisation structure and administrative systems at an early stage in the formation of a CU • how a company's best practice administrative infrastructure systems ensure that the best practices are visible • how best practices can be applied and possibly how they can also leave opportunities for innovations in relation to the company's strategic vision and objectives
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CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESS
- 1. CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESS Case Study, Concepts and Debatable Ideas Kenny Ong Takaful Ikhlas Sdn Bhd
- 4. Understanding Your Business Model and Strategy How to fit Best Practices to your Corporate University model
- 10. Business Model: Profit Model Revenue Cost Margin Cash Flow Assets
- 11. What is the Business Model? USP Market Discipline Profit Model
- 13. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution) Eg. Google Tata Nano
- 14. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 15. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 17. Alignment & Consistency: Market Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 18. Alignment & Consistency Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution) IBM well-balanced portfolio, mass customization Acer super lean cost structure, aggressive pricing Apple powerful products, premium pricing, limited range Still Doing well in 2009-2011
- 19. ALIGNING YOUR BEST PRACTICES AND INFRASTRUCTURE TO YOUR CORPORATE UNIVERSITY BUSINESS MODEL
- 20. Strategy: Disciplines, Priorities, and KPIs Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 22. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 23. Strategy: Value Disciplines Operational Excellence (low cost producer) Ref: The Discipline of Market Leaders , Michael Treacy & Fred Wiersema; 1995 Product Leadership (best product) Customer Intimacy (best total solution)
- 24. Infrastructure Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
- 31. Alignment: 4-Wheels Model Culture Business Model Strategic Planning Structure Person Leadership Resources
- 32. Aligning Infrastructure to Corporate University Goals Implementing Best Practices via Infrastructure and Systems
- 37. END NOTES
- 42. Corporate Universities Blueprint Corporate University Management Action Learning Programmes Published Works: The Chronology of Corporate University Thinking Corporate University Intelligence Services Corporate Licensing Entrepreneurial Platform Self-Assessment and Peer Review Programme (SAPR) DYNAMIC SWOT ANALYSIS Strategically-focused Corporate University Design & Application Reviews Seminars & Workshops Feasibility Studies Global Best Practice Evaluation & Reporting User Surveys and Tracking Studies Multi-client Research Studies Providing Corporate University Management Services world-wide References for: management models and toolkits http://couniversity.com/corporate-university-consulting-services/corporate-university-blueprint/
- 43. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable.blogspot.com/
Editor's Notes
- Example of successful customer loyalty strategy focusing on Operational Excellence and Product Leadership while maintaining market standard on Customer Service without indulging in it
- Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
- Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
- How does the Customer define “Great Experience”? - It depends on their own perceptions. Problem is…this differs depending on the Customer! If you are very good in something that the Customer does not value, it will not improve the Experience.
- To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
- OPTION 1
- To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
- To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
- Refer to Handout 1: Value Disciplines
- OPTION 1
- OPTION 2 But…. I cannot tell you which path CNI has taken!
- Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here. Resources must follow the Business Model: USP, Profit Model, Market Discipline
- CNI:
- Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here.