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| Preface | |
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| Acknowledgements | |
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| Changes in the Workplace | |
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| The Corporation of the Twenty-first Century | |
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| The Emergence of the Flat, Flexible Organization | |
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| The Knowledge Economy: From Brawn to Brains | |
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| The Shorter Shelf Life of Knowledge | |
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| Lifetime Employability Becomes the Corporate Mantra | |
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| Corporations Become Educators | |
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| New Workplace Competencies Employers Require | |
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| Corporate Universities Emerge | |
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| The Mission, Scope, and Nature of Corporate Learning Expands | |
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| New Findings from the Annual Survey of Corporate University Future Directions | |
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| Management Commitment | |
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| Learning Alliances Grow in Importance | |
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| Surge of Interest in Using Technology to Create a Virtual Corporate University | |
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| Corporate Universities Operate as a Business | |
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| How the Corporate University Model Works | |
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| Key Principles of the Corporate University Model | |
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| Provide Learning in Support of the Business Goals | |
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| Consider the Corporate University Model a Process, Not Necessarily a Place | |
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| Design a Core Curriculum Around the Three Cs | |
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| Train the Value Chain | |
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| Move from Instructor-Led to Multiple Formats of Delivering Learning | |
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| Encourage Leaders to be Involved with and Facilitate Learning | |
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| Move from Corporate Allocation to Self-Funding | |
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| Assume a Global Focus in Developing Learning Programs | |
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| Create a Measurement System to Evaluate Outputs as well as Inputs | |
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| Utilize the Corporate University for Competitive Advantage and Entry into New Market | |
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| Designing a Corporate University | |
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| The Corporate University Design Process | |
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| Top Management Is the Driving Force Behind a Corporate University | |
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| Ten Building Blocks in Designing a Corporate University | |
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| Form a Governance System | |
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| Create a Vision | |
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| Recommend the Scope and Funding Strategy | |
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| Create an Organization | |
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| Identify Stakeholders | |
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| Create Products and Services | |
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| Select Learning Partners | |
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| Draft a Technology Strategy | |
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| Create a Measurement System | |
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| Communicate ... Communicate ... Communicate | |
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| The Chief Learning Officer as Leader of the Corporate University | |
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| Learning Programs at Best Practice Corporate Universities | |
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| The Corporate University Curriculum | |
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| The Three Cs of the Core Curriculum | |
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| Corporate Citizenship | |
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| Training in the Values, Vision, and Culture of the Organization | |
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| Metaphors Teach the Corporate Values, Culture, Big Picture, and Traditions of the Organization | |
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| Contextual Framework | |
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| Know the Company's Big Picture: Customers, Competitors, Industry Trends, and Best Practices of Others | |
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| Know and Practice Core Workplace Competencies | |
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| Core Workplace Competencies | |
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| Learning to Learn | |
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| Communication and Collaboration | |
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| Creative Thinking and Problem-Solving | |
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| Technological Literacy | |
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| Global Business Literacy | |
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| Leadership Development | |
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| Career Self-Management | |
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| Employee Self-Development Linked to Compensation | |
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| Themes of Formal and Informal Learning Programs | |
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| Corporate Universities Become Learning Laboratories | |
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| Technology Transforms Learning | |
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| The First Step: Establish Criteria for Media Selection | |
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| Satellite-Based Learning | |
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| Multimedia-Based Learning | |
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| Collaborative Learning Technologies | |
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| Knowledge Databases on the Intranet | |
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| Web-Based Learning | |
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| Virtual Campus | |
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| Technology-Assisted Learning: Exploding into the Twenty-First Century | |
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| Outreach: Forging Partnerships with Suppliers, Customers, and Institutions of Higher Education | |
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| Why Partner with Value Chain Participants? | |
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| Partnering with Suppliers | |
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| Extending Customer Training to Dealers and Wholesalers | |
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| Building Alliances with Institutions of Higher Education | |
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| A Framework for Building a Corporate/College Partnership | |
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| Customize Executive Educational Programs | |
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| Launch a New Accredited Degree Program | |
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| Create a Corporate University Consortium | |
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| Consider Accreditation of Your Corporate University | |
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| Training the Value Chain Becomes a Strategic Goal for Corporate Universities | |
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| Corporate Universities: Opportunity or Threat to Higher Education? | |
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| The Metamorphosis of the Education Market | |
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| Emergence of the Non-Traditional Student as a Consumer of Education | |
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| Rapid Advancement of Technology | |
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| Need for Life-long Learning | |
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| Introduction of Distance Education | |
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| Higher Education's Dilemma | |
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| New Entrants to the Education Market | |
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| Externally Focused Corporate Universities | |
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| Consortiums | |
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| Virtual Universities | |
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| For-Profit Education Firms | |
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| The Future: A Market-Driven Education System | |
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| Twelve Lessons in Building A World-Class Work Force | |
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| Twelve Lessons in Building a World-Class Work Force | |
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| Tie the Goals of Education and Development to the Strategic Needs of the Organization | |
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| Involve Leaders as Learners and Faculty | |
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| Select a Chief Learning Officer to Set the Strategic Direction for Corporate Education | |
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| Consider Employee Orientation an On-Going Strategic Process, Rather Than a One-Time Event | |
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| Design a Core Curriculum to Stress the Three Cs: Corporate Citizenship, Contextual Framework, and Core Competencies | |
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| Link What Employees Earn to What They Learn | |
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| Experiment with Technology to Measure, Track, and Accelerate Learning | |
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| Extend the Corporate University Beyond Internal Employees to Key Members of the Customer/Supply Chain | |
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| Operate the Corporate University as a Line of Business Within the Organization | |
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| Develop a Range of Innovative Alliances with Higher Education | |
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| Demonstrate the Value of the Corporate University Learning Infrastructure | |
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| Develop the Corporate University as a Branded Competitive Advantage and Profit Center | |
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| Appendix | |
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| Benchmarking Best Practices Among Corporate Universities | |
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| Fifteen Frequently Asked Questions About Corporate Universities | |
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| Notes | |
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| Bibliography | |
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| Index | |