The document outlines best practices for developing a corporate university infrastructure that supports company objectives and innovation. It discusses various business models, market disciplines, and the alignment of practices with corporate strategy and culture. Key themes include operational excellence, product leadership, and customer intimacy, emphasizing the importance of adapting organizational strategies to enhance performance and customer satisfaction.

1. CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESS Case Study, Concepts and Debatable Ideas Kenny Ong Takaful Ikhlas Sdn Bhd

2. Objectives of this presentation How a company's best practice administrative infrastructure systems: ensure that the best practices are visible and can be applied, and how they can also leave opportunities for innovations in relation to the company's strategic vision and objectives

3. Best Practices Infrastructure Innovation Strategic Vision and Objectives

4. Understanding Your Business Model and Strategy How to fit Best Practices to your Corporate University model

8. The McPlaybook* Make it easy to eat 50% drive-thru Meals held in one hand Make it easy to prepare High Turnover Tasks simple to learn & repeat Make it quick “ Fast Food” Tests new products for Cooking Times Make what customers want Prowls market for new products Monitored field tests *Adapted from: Businessweek , Februrary 5 th 2007

9. What is the Business Model? USP Market Discipline Profit Model Google Tata Nano

10. Business Model: Profit Model Revenue Cost Margin Cash Flow Assets

11. What is the Business Model? USP Market Discipline Profit Model

12. Market Discipline "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service Product Leadership Operational Excellence Customer Intimacy Air Asia LV Ramly

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)

16. Product Leadership New, state of the art products or services Risk takers Meet volatile customer needs Fast concept-to- counter Never satisfied - obsolete own and competitors' products Learning organization Alignment & Consistency: Disciplines, Priorities, and KPIs Operational Excellence Competitive price Error free, reliable Fast (on demand) Simple Responsive Consistent information for all Transactional 'Once and Done' Customer Intimacy Management by Fact Easy to do business with Have it your way (customization) Market segments of one Proactive, flexible Relationship and consultative selling Cross selling

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)

21. Product Leadership New, state of the art products or services Risk takers Meet volatile customer needs Fast concept-to- counter Never satisfied - obsolete own and competitors' products Learning organization Strategy: Disciplines, Priorities, and KPIs Operational Excellence Competitive price Error free, reliable Fast (on demand) Simple Responsive Consistent information for all Transactional 'Once and Done' Customer Intimacy Management by Fact Easy to do business with Have it your way (customization) Market segments of one Proactive, flexible Relationship and consultative selling Cross selling

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

25. Important Note: You can never directly ‘manage’ Culture But you can control factors that determine the culture

26. Alignment: Framework Org Structure Job Design C&B Policies & procedures Decision making Job fit Management Systems BSC and KPIs Decentralized & Empower Structure

27. Strategy: Framework Role modeling Vision/Mission/Philosophy Leadership Style Delegation & Empowerment C&B, Promotions Sense of Urgency Speak regularly about Performance Leadership

28. Strategy: Framework Recognition Recruitment Training Profit sharing Values Motivation Self Efficacy Awareness Useful Competencies Career aspirations Attribution (control) Person

29. Strategy: Framework Enablers Technology Equipment Materials Human Intellectual Property Partners Property Funding CAPEX OPEX Resources

30. Alignment: Framework Focus point Alignment Quality Innovation & Differentiation Risk taking Performance Management Corporate obsession Decision making Culture

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

33. Product Leadership Each Discipline Requires Different Priorities & Resources Operational Excellence Customer Intimacy Organization, jobs, skills Management systems Information and systems Culture, values, norms

34. Each Discipline Requires Different Priorities & Resources Operational Excellence Central authority, low level of empowerment High skills at the core of the organization Disciplined Teamwork Process, product- driven Conformance, 'one size fits all' mindset Integrated, low cost transaction systems The system is the process Command and control Quality management Organization, jobs, skills Management systems Information and systems Culture, values, norms

35. Product Leadership Ad hoc, organic and cellular High skills abound in loose-knit structures Concept, future-driven Experimentation and 'out of the box' mindset Person-to-person communications systems Technologies enabling cooperation Rewarding individuals' innovative capacity Risk and exposure management Product Life Cycle profitability Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management systems Information and systems Culture, values, norms

36. Each Discipline Requires Different Priorities & Resources Organization, jobs, skills Management systems Information and systems Culture, values, norms Customer Intimacy Empowerment close to point of customer contact High skills in the field and front-line Customer-driven Variation and 'have it your way' mindset Strong customer databases, linking internal and external information Strong analytical tools Customer equity measures like life time value Satisfaction and share management Focus on ‘Share of Wallet’

37. END NOTES

38. Which Company? American Customer Satisfaction Index (ACSI) 64 out of100-point scale: lower than IRS (Tax) 2 nd last among 30 companies surveyed Lowest 5% among 223 companies surveyed Bottom 5% of all measured private sector companies 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report

39. Which Company? American Customer Satisfaction Index (ACSI) 64 out of100-point scale: lower than IRS (Tax) 2 nd last among 30 companies surveyed Lowest 5% among 223 companies surveyed Bottom 5% of all measured private sector companies 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report

40. Popularly Unpopular Popularity ≠ Affection

41. Don’t forget… “ The business of business is Business, not Best Practices”

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/