EAG University Presented by Jacob Eli Thomas           01/15/12
Why are we here?
Failure to integrate cultures         50-80%   M&A failure rate worldwide
% Change in Stock Price                                                               Years                     In down ma...
Immeasurable
Range of Productivity Top Performers vs. Bottom Performers                          100                                230...
3 challenges    Vacuum expertise from experts Share expertise amongst EAG employees Accelerate time to money for new hires
18Mergers and acquisitions
Where EAG training is right          now     Individual development
Strive individually and collectively to bethe best in the world in the services we                provide.Think bigger. Ac...
Individual development       (Old/conventional way)Business performance            (EAGU way)
As an Enterprise
Flexible Centralization
Consistency
Measurement
Growth
AlignMeasure             Organize          Execute
Next steps  Training strategic needsassessment + requirementsTraining resources study + individual business unit          ...
What do I need from you?    Your enrollment           +      Endorsement
Andy Kimball                     CEO, Qube International                            Charles LussenhopFormer Sr. Director/L...
Feedback    &Discussion
Eag university senior mgtpitch2011_dec272011_cindythatcher
Eag university senior mgtpitch2011_dec272011_cindythatcher
Eag university senior mgtpitch2011_dec272011_cindythatcher
Eag university senior mgtpitch2011_dec272011_cindythatcher
Eag university senior mgtpitch2011_dec272011_cindythatcher
Eag university senior mgtpitch2011_dec272011_cindythatcher
Eag university senior mgtpitch2011_dec272011_cindythatcher
Eag university senior mgtpitch2011_dec272011_cindythatcher
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Eag university senior mgtpitch2011_dec272011_cindythatcher

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  • Good morning/afternoon everyone. \n\nI know you all are very busy - so thanks for taking the time for joining me here.\n\n\n\n
  • I had a brief conversation with Harry and Allen August of last year.\n\nThey were interested in taking the project to the next step. That is why I have the chance to be here today.\n\nI have had the opportunity to partner up with Allen Chin, VP of HR to flesh the EAG University project out.\n\nThe agenda today is to share and propose a new concept for EAG. \n\nAnd then invite your esteemed feedback and discussion.\n\n\n\n\n
  • The purpose of this meeting is: \nTo explore how EAG can increase it’s market valuation and accelerate it’s progress into the Fortune 500 by creation of a corporate university - the EAG University\n\n\n
  • According to Wharton professor Robert Holthausen, who reviewed hundreds of studies on the long-term results of mergers, 50-80% of these mergers have failed to realize their intended benefits. The number one cause of this is the failure to adequately integrate the corporate cultures involved.\nhttp://knowledge.wharton.upenn.edu/articlepdf/1137.pdf\n\nWe also have Harvard’s nine merger and acquisition sins, the majority of which trace back to corporate culture:\nhttp://hbswk.hbs.edu/archive/5271.html\n
  • Corporate University Exchange did a study, where they plotted a graph of companies with corporate universities (CorpU Index) vs. companies without corporate universities (Russell 3000).\n\nIn down markets, the CorpU Index and Russell 3000 run along the same line. \n\nHowever, when the market is up, those companies with corporate universities see greater results than their competitors. \n\nTherefore, companies that want to have superior performance in growth phases should implement a corporate university. \n\nIn this way, during every up market, EAG will have increasing gains and will not see as much of a decrease in profitability in down markets as its competitors.\n\n\n
  • According to Journal of Applied Psychology, productivity differential between top and bottom performers in a given job grows EXPONENTIALLY as job complexity increases.\n\n\nFor a job of low complexity (e.g.,that of an operator on the test floor), the differential between top and bottom performers is 3:1\nFor a job of medium complexity (e.g., that of a technician or sales professional), the differential is 12:1\nFor a job of high complexity (e.g., that of a scientist or engineer), the differential grows so fast that it is IMMEASURABLE.\n\nConclusion:\nTraining ----> Worker Performance ----> Productivity ---> Top Line Revenue & Earnings \n
  • How many times have we heard that EAG’s value is in the expertise of it’s people, it’s human assets.\n\n80% of our employees who give us our market value, walk out the door at 5pm.\n\nI do not know what the balance sheet numbers will show for buying a services company, but part of their valuation will involve our EAG’s human assets who walk out the door.\n\nWhat if they do not come back the next day?\n\n\n\n\n\n
  • Challenge 1\nHow to vaccum out the expertise out of the experts within EAG and store it in a vault, so that when they walk out the door at 5pm, the knowledge is not lost/gone with them.\n\nChallenge 2\nHow to share the expertise amongst EAG employees\n\nChallenge 3\nHow to accelerate the time to money for new employees. That is, maximize the rate of progression of new employees from their hire to when they are maximum billable.\n\n\n
  • Let’s see where we are now. \nEAG consists of some 500+ employees in 20 locations, across 7 countries, serving more than 4,000 clients. But the number I’d really like to focus on is this one....\n
  • 18. The number of mergers and acquisitions EAG has completed in the last six years. \n
  • We have a good start to training at EAG right now.\nBut we can be better - a LOT better.\nAnd there is LOT more we can be doing, to improve and accelerate EAG training to a whole new level.\n\nThe training across EAG right now is focussed on\n\n- Individual skill development \n- Ad hoc training\n- Training OPERATING as a Fixed Cost - Not enough context for career paths \n- Supports decentralized learning and development\n- No continuous learning\n- No communities of practice\n- No clear metrics of measuring training impacts on business results\n\nThe Metrics of measuring training= Number of people trained + Budget compliance\n\nHence, there is NO metrics to measure direct relationship between training and top line revenue & cost savings.\n\nThe training across EAG in the future, WITHOUT ANY CHANGE = same as above\n
  • EAG University will focus the company’s learning programs on driving business performance. \n\nEAG University is the strategic umbrella for developing and educating employees, customers and suppliers in order to meet EAG’s business strategies. \n\nEAG University will be PLAYING TO WIN!\n \n
  • EAG University will not be the first of it’s kind. \nLot of companies have solved the issues \na) corporate culture (or lack thereof)\nb) individual development \nwith creation of corporate universities.\n\nTheir corporate universities had a significant role to play in getting them to where they are. All these companies have shifted their learning programs from individual development to business performance.\n\nTaking a look at some technology-focused businesses with world-class corporate universities. \nhttp://corpu.com/awards\n
  • EAG’s mission is: “Strive individually and collectively to be the best in the world in the services we provide.”\n\nThus, in alignment with EAG’s mission, the EAG University mission will be: “Think bigger. Act bigger. Go where we have never gone before, through continuous learning, communities of practice, and best practices.”\n
  • EAGU Goals would be\n-Better Individual development (i.e., tie individual development with top line revenue) \n-Adding strategic initiatives that build team and organizational results\n-Creating corporate culture\n\nEAGU’s course offerings would be tied to business performance\n- Budgets allocated by business priorities \n- EAGU will operate on a VARIABLE BUDGET\n- Drive critical business initiatives- More leadership involvement- Improved impact on performance\n- Continuous learning\n\nEAG University Metrics of measuring training = Customer success + Profitable growth + Top line revenue + Aggressive Cost reduction\n\nEAGU Customers = Trainees + Their managers + Executives\n
  • EAG University will operate as a Business Enterprise vs. as a Function\nMeaning it will be simultaneously EFFECTIVE and EFFICIENT\n\nCourses designed around Business Issues\nTaking a real world example, a sales company’s story \nSpecified goal = $100 million in sales above expected from existing customers \nInvestment in training = $375,000\nNumber achieved = $80 million in sales above expected\nROI attributed to training (by sales team leader) = $20 million\n\nExpose hidden costs (explained in next slide)\n\n-Reduce costs, reliable systems & processes\nCentralization --> Best business deals --> Cost reduction --> ROI increase -->Top Line Revenue\n\n-EAGU will operate on a variable budget instead of a fixed budget structure\nNeeds assessment -->What will work best? --> Innovate + Improve courses --> Pay-for-use approach --> More value --> Lower costs --> Increase top line revenue\n
  • EAGU will expose True costs of Training & then aggressively reduce the training costs\nTrue Costs = Visible costs + Hidden costs\n(e.g., Texas Instruments, Moore Corporation)\n
  • EAGU will expose True costs of Training & then aggressively reduce the training costs\nTrue Costs = Visible costs + Hidden costs\n(e.g., Texas Instruments, Moore Corporation)\n
  • Flexible Centralization means creating a single resource for all EAG team members to access trainings, track progress, and administer programs, and collaborate across all business units towards a common mission.\n\nFlexible in the meaning that all though there will be a Federal structure to training (i.e., centralized), some training capabilities will be handled by the individual business units themselves (i.e., de-centralized), like the ones that apply specifically to just those units.\n\n\n
  • Reduce costs by standardizing disparate training programs across business units. Sales training, leadership training, specific skills training, etc. \n
  • Measurement means using EAG data points to gauge financial progress, and how it changes over time with the EAG University footprint.\n\nEAG University Metrics of measuring training = Customer success + Bottom line profitability + Top line revenue + Aggressive Cost reduction\n\nEAGU Customers = Trainees + Their managers + Executives\n
  • -Developing internal facilitators, co-creating a common language between facilitators and students. \n\n-Career pathing is absolutely necessary for growth \n(http://corpu.com/research/employee-development-are-you-connecting-all-the-dots/?ref=search&q=employee%20development%20cycle)\n\n-Cross-functional training with intrinsic and extrinsic reward structures. \n\n-Skill-based competence training for employee development. \n\n-Knowledge sharing database. E-learning, mobile learning, leadership training, and creating communities of practice. \n
  • EAG University promotes continuous learning, in alignment with the company’s strategic goals. \n- By regular customer, vendor, supplier, and employee feedback\n- Conducting interviews of a sample size of students involved in the learning process, identifying the common trends, and customizing their learning paths to meet their learning needs.\n\n\n
  • Next Steps:\n1. Conduct a training needs assessment (learning audit) to see what the demand is, what the requirements are and how important are the requirements.  This would allow the opportunity to analyze what came back and determine the most important areas to start working on first when EAG University is established.\n\n2. Conduct a training resources study (i.e.,how much money are each of the individual business spending on training their people and what are they training them in).  \n\n3. The results can be compared with what they think is most important and weed out potential training that is not of value.It will also provide the data needed to report that when EAG Corporate University is created,  \nthe starting funds =$XXXK and \nfunds saved =$XXXK by standardizing and consolidating training efforts.\n
  • I would also like to invite your enrollment and buy-in with EAGU - Creating a world class corporate university.\n\n
  • Finally, my cheerleaders, in alphabetical order, who provided valuable support, feedback, and guidance.\n
  • I would like to take the opportunity to invite your thoughts, feedback, critique and inputs with creation of EAG University (EAGU).\n\n\n
  • Eag university senior mgtpitch2011_dec272011_cindythatcher

    1. 1. EAG University Presented by Jacob Eli Thomas 01/15/12
    2. 2. Why are we here?
    3. 3. Failure to integrate cultures 50-80% M&A failure rate worldwide
    4. 4. % Change in Stock Price Years In down markets, the CorpU Index and Russell 3000 run along the same line. However, when the market is up, those companies with corporate universities see greater results than their competitors. Therefore, companies that want to have superior performance in growth phases should implement a corporate university. In this way, during every up market, the company will have increasing gains and will not see as much of a decrease in profitability in down markets as its competitors
    5. 5. Immeasurable
    6. 6. Range of Productivity Top Performers vs. Bottom Performers 100 230 360 490 620 750 880 1,010 1,140 1,270 1,400 Low MediumJob Complexity Immeasurable High
    7. 7. 3 challenges Vacuum expertise from experts Share expertise amongst EAG employees Accelerate time to money for new hires
    8. 8. 18Mergers and acquisitions
    9. 9. Where EAG training is right now Individual development
    10. 10. Strive individually and collectively to bethe best in the world in the services we provide.Think bigger. Act bigger. Go where we have never gone before, through continuous learning, communities of practice, and best practices.
    11. 11. Individual development (Old/conventional way)Business performance (EAGU way)
    12. 12. As an Enterprise
    13. 13. Flexible Centralization
    14. 14. Consistency
    15. 15. Measurement
    16. 16. Growth
    17. 17. AlignMeasure Organize Execute
    18. 18. Next steps Training strategic needsassessment + requirementsTraining resources study + individual business unit costs Gap Analysis
    19. 19. What do I need from you? Your enrollment + Endorsement
    20. 20. Andy Kimball CEO, Qube International Charles LussenhopFormer Sr. Director/Learning, Applied Materials Chris Allen Thomas Research Assistant, Wharton Graduate School of Business Cindy Thatcher Senior Research Analyst, Corporate University Xchange J. Keith Dunbar Director, Leadership Academy Defense Intelligence Agency Rob Green Americas Vice President, Oracle University Stuart Crabb Head-Learning & Development, Facebook
    21. 21. Feedback &Discussion

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