Corporate Universities

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Development activities: a guide for individuals and their managers

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I shouldn’t still be surprised, I know, but the number of line managers I continue to meet in different companies and different countries, who still only think about formal training courses for the development of their staff, (or even the individuals themselves who suggest they should follow a training course, usually in a nice location), remains almost as high as …

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70-20-10

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Having worked with CCL (Center for Creative Leadership) in both Russia and Kazakhstan, who were the originators of the 70-20-10 meme for corporate learning & development many years ago (sometimes written 70/20/10 or even 70:20:10), and also being a researcher by training, it isn’t difficult to find out what the 70-20-10 originally meant and was based upon. Because I believe …

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Corporate Universities: different levels of maturity, scope and expectations

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Having run the leading Corporate University in Kazakhstan and now advising one of the top Corporate Universities in Russia, both of which were under the expectation of their stakeholders that they would be developed and ‘transformed’ into something better – without these stakeholders maybe knowing exactly what that might mean – I have done a lot of research and benchmarking …

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Big meeting on-time communications

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Quite often I’ve been part of global leadership teams, who come together for a face-to-face meeting somewhere in the world for maybe two long days and then all dash off to catch planes or go to other meetings at the end of the planned agenda. Nevertheless as a team, you would like everyone to feedback to their locations or their …

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Mixed feelings about Teambuilding

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When I was head of the Corporate University in Kazakhstan, one of our ‘best sellers’ was Teambuilding. And my people were pretty damn good at it. Which I guess is the reason that we had so many companies as clients and return as clients. I have always had mixed feelings about teambuilding events though. And still have. In Kazakhstan I …

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