Growing Strategic Advantage in a Challenging and Dynamic Market

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With today's challenging economics and dynamic market, more so than ever learning must be viewed as critical to the business. The learning organization at Farmers Group Inc. has grown from an environment of fragmented and undervalued learning units to an organizational strategic advantage and global learning leader in just a few years. Annette Thompson, chief learning officer at Farmers, will share the foundational elements in this journey and will discuss how we as learning leaders should be thinking about the future in these critical areas:
• Vision and strategy alignment to organizational objectives.
• Capability readiness for a changing workforce.
• Design strategies and accountability that drive results.
• Technology that enables and supports tomorrow's learner.
• Operational models that optimize efficiency.
• Marketing to grow your shelf space.
• Benchmarking to state of the art.

Annette Thompson, SVP and Chief Learning Officer, Farmers Insurance

Published in: Business, Education
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Growing Strategic Advantage in a Challenging and Dynamic Market

  1. 1. 1
  2. 2. 2 Who is Farmers Insurance?
  3. 3. 3 Who is the University of Farmers? (Strategic) •  Who we were in 2003: –  Silo-ed tactical training units –  Reactive to organizational needs –  Delivering classes –  Tied to delivering training –  Some evaluation –  Training professionals •  Who we are 2010: –  Integrated strategic learning organization –  Proactive to organization strategies/goals –  Providing performance improvement and solutions –  Learning tied to strategic business goals –  Robust accountability –  Deep organizational learning capabilities
  4. 4. 4 Who is the University of Farmers? (Tactical) •  Total population: 56,737 •  University of Farmers employees: 354 •  Unique activities available: 11,015 •  YTD online engagements: 1,150,504 •  Average ongoing learning initiatives: 103
  5. 5. 5 Who is the University of Farmers? (Strategic) •  How we are thinking beyond 2010: –  Strategic alignment to audacious 2020 vision –  Capability management –  Changing workforce –  Evolving technology –  Future leadership –  Expanding learning footprint –  Learning effectiveness
  6. 6. 6 Today’s Agenda Growing Your Strategic Advantage in a Challenging and Dynamic Market •  Vision and Strategy Alignment to Organizational Objectives •  Design Strategies and Accountability that Drive Results •  Operational Models that Optimize Efficiency •  Capability Readiness for a Changing Workforce •  Technology that Enables and Supports Tomorrow’s Learner •  Benchmarking to “State of the Art” •  Marketing to Grow Your Shelf Space
  7. 7. 7 Vision and Strategy Alignment to Organizational Objectives Learning at Farmers should be strategic, purposeful, deliberate, and very tightly tied to our operational objectives, vision, and mission … this makes us a competitive business factor for Farmers Future.
  8. 8. 8 Vision and Strategy Alignment to Organizational Objectives Farmers Vision: “Farmers will achieve market leadership by driving innovation and operational excellence to provide the best value and experience for every customer we are privileged to serve.” University of Farmers Mission: “The University of Farmers mission is to drive results in support of our operational goals by developing Farmers as a world class value based learning organization” University of Farmers Vision: “The University of Farmers will take a leading role in Farmers achievement of market leadership by driving learning excellence through industry leading training and professional development opportunities for everyone we are privileged to serve.”
  9. 9. 9 Vision and Strategy Alignment to Organizational Objectives –  Board of Regents (External Board) –  Business Unit Advisory Process –  CLO Reporting Relationship –  Learning Staff Aligned to Business and Compensated to Business Outcomes
  10. 10. 10 Design Strategies and Accountability that Drive Results Just how to use the system? Or the full customer experience?
  11. 11. 11 Design Strategies and Accountability that Drive Results Identify what success looks like Provide clear expectations Identify skills, knowledge and attitudes that drive learning objectives Identify challenges Identify who impacts results Identify core competencies that drive behavior Identify behaviors that drive success Identify underlying causes Determine delivery Determine measurements Validate inside industry Validate outside industry Develop integrated ongoing curriculum Determine how to track results Start with end result in mind
  12. 12. 12 Design Strategies and Accountability that Drive Results
  13. 13. 13 Operational Models that Optimize Efficiency Run learning like a business.
  14. 14. 14 Operational Models that Optimize Efficiency
  15. 15. 15 Capability Readiness for a Changing Workforce Millennials Multitask; Immediacy Social Networking Checklist Now Multimedia Collaborate learning Seek interactivity Leaders should listen/respect ideas Focus on immediacy Simulations & experiences Baby Boomers Aspire Change Whatever it Takes “Frame” Print & paper Facts – respected journals Face time Results orientation Focus on influence Structured formal learning
  16. 16. 16 Capability Readiness for a Changing Workforce
  17. 17. 17 Capability Readiness for a Changing Workforce
  18. 18. 18 Technology that Enables and Supports Tomorrow’s Learner http://www.youtube.com/watch?v=lUMf7FWGdCw
  19. 19. 19 Technology that Enables and Supports Tomorrow’s Learner
  20. 20. 20 Benchmarking to “State of the Art” •  View of your business as a business •  Effectiveness of your learning practices •  Effectiveness of your learning processes •  Effectiveness of your learning organization •  Overall efficiency and effectiveness •  Build credibility •  Strategic planning support
  21. 21. 21 Benchmarking to “State of the Art”
  22. 22. 22 Marketing to Grow Your Shelf Space
  23. 23. 23 Marketing to Grow Your Shelf Space
  24. 24. 24 Conclusion Growing Your Strategic Advantage in a Challenging and Dynamic Market •  Vision and Strategy Alignment to Organizational Objectives •  Design Strategies and Accountability that Drive Results •  Operational Models that Optimize Efficiency •  Capability Readiness for a Changing Workforce •  Technology that Enables and Supports Tomorrow’s Learner •  Benchmarking to “State of the Art” •  Marketing to Grow Your Shelf Space
  25. 25. 25 Contact Information Annette Thompson Senior Vice President and CLO Farmers Insurance E-mail: annette.1.thompson@farmersinsurance.com Phone: (818) 584 - 0502

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