Chief Learning Officer- September 2008 - (Page 58) CASE STUDY Rising to the Top Down Under BY JOHN CLIFFORD AND RICHARD CLARKE When Australian telecom Telstra wanted to transform from a traditional utility model into a modern integrated media company, it created the Telstra Learning Academy to build its 21st-century workforce. The result: world-class skills that drove higher productivity. hen an industry undergoes dramatic change, only a dramatic response will suffice if a company wants to not only maintain, but expand its marketplace position. Such is the case for Telstra, Australia’s largest telecommunications company. In November 2005, Telstra CEO Sol Trujillo announced a five-year, end-to-end business strategy to move the organization from a 20th-century telephone utility with a government-style culture to a 21st-century growth business with a customer service culture. The move included an investment of $200 million (Australian) to develop a next-generation engineering, technical and operations workforce to deliver on Telstra’s transformational business strategy. As part of the investment, the company created the Telstra Learning Academy in collaboration with Accenture. With a governance structure in place, mechanisms to keep learning investments aligned with business strategy, innovative delivery and great content, the academy model positions learning as a core part of Telstra’s transformation program and growth strategy. And company officials said they have the metrics to show the initiative’s impact on the business. Converging on the Future Telstra enjoys a leading position in the telecommunications marketplace and is one of Australia’s top 10 publicly listed corporations. However, maintaining and extending this leading position required staying ahead of the enormous changes convulsing the communications industry. 58 Chief Learning Officer • September 2008 • www.clomedia.com W http://www.clomedia.com
Table of Contents Feed for the Digital Edition of Chief Learning Officer- September 2008 Chief Learning Officer Editor’s Letter Contents Connections Imperatives Selling Up, Selling Down Strategies Take Five Lifestyle Learning: Improve the Bottom Line With Behavioral Education Tracom’s Social Style Model CLO Profile IOL: Determining the Impact of Learning Communicating With the Boss About Impact Mission Accomplished? Measuring Success of Corporate Universities Borrowing Measurement Practices From Investors Value Creation With Human Capital Investment Business Impact Analysis at Chrysler Learning or Performance Enhancement: Which Is It? Best Practices in Global Project Management Training Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion Chief Learning Officer- September 2008 Chief Learning Officer- September 2008 - Chief Learning Officer (Page Cover1) Chief Learning Officer- September 2008 - Chief Learning Officer (Page Cover2) Chief Learning Officer- September 2008 - Chief Learning Officer (Page 3) Chief Learning Officer- September 2008 - Editor’s Letter (Page 4) Chief Learning Officer- September 2008 - Editor’s Letter (Page 5) Chief Learning Officer- September 2008 - Editor’s Letter (Page 6) Chief Learning Officer- September 2008 - Editor’s Letter (Page 7) Chief Learning Officer- September 2008 - Editor’s Letter (Page 8) Chief Learning Officer- September 2008 - Contents (Page 9) Chief Learning Officer- September 2008 - Contents (Page 10) Chief Learning Officer- September 2008 - Contents (Page 11) Chief Learning Officer- September 2008 - Connections (Page 12) Chief Learning Officer- September 2008 - Connections (Page 13) Chief Learning Officer- September 2008 - Imperatives (Page 14) Chief Learning Officer- September 2008 - Imperatives (Page 15) Chief Learning Officer- September 2008 - Selling Up, Selling Down (Page 16) Chief Learning Officer- September 2008 - Selling Up, Selling Down (Page 17) Chief Learning Officer- September 2008 - Strategies (Page 18) Chief Learning Officer- September 2008 - Strategies (Page 19) Chief Learning Officer- September 2008 - Take Five (Page 20) Chief Learning Officer- September 2008 - Take Five (Page 21) Chief Learning Officer- September 2008 - Lifestyle Learning: Improve the Bottom Line With Behavioral Education (Page 22) Chief Learning Officer- September 2008 - Lifestyle Learning: Improve the Bottom Line With Behavioral Education (Page 23) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 24) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 25) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 26) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 27) Chief Learning Officer- September 2008 - CLO Profile (Page 28) Chief Learning Officer- September 2008 - CLO Profile (Page 29) Chief Learning Officer- September 2008 - CLO Profile (Page 30) Chief Learning Officer- September 2008 - CLO Profile (Page 31) Chief Learning Officer- September 2008 - IOL: Determining the Impact of Learning (Page 32) Chief Learning Officer- September 2008 - IOL: Determining the Impact of Learning (Page 33) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 34) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 35) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 36) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 37) Chief Learning Officer- September 2008 - Mission Accomplished? Measuring Success of Corporate Universities (Page 38) Chief Learning Officer- September 2008 - Mission Accomplished? Measuring Success of Corporate Universities (Page 39) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 40) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 41) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 42) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 43) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 44) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 45) Chief Learning Officer- September 2008 - Value Creation With Human Capital Investment (Page 46) Chief Learning Officer- September 2008 - Value Creation With Human Capital Investment (Page 47) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 48) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 49) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 50) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 51) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 52) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 53) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 54) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 55) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 56) Chief Learning Officer- September 2008 - Best Practices in Global Project Management Training (Page 57) Chief Learning Officer- September 2008 - Case Study (Page 58) Chief Learning Officer- September 2008 - Case Study (Page 59) Chief Learning Officer- September 2008 - Case Study (Page 60) Chief Learning Officer- September 2008 - Case Study (Page 61) Chief Learning Officer- September 2008 - Business Intelligence (Page 62) Chief Learning Officer- September 2008 - Business Intelligence (Page 63) Chief Learning Officer- September 2008 - Business Intelligence (Page 64) Chief Learning Officer- September 2008 - Editorial Resources (Page 65) Chief Learning Officer- September 2008 - In Conclusion (Page 66) Chief Learning Officer- September 2008 - In Conclusion (Page Cover3) Chief Learning Officer- September 2008 - In Conclusion (Page Cover4)
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