Chief Learning Officer - December 2008 - (Page 54)

INNOVATION AWARD • GOLD • DIVISION 1 Anthony V. Codianni Director, Education and Development, Toshiba America Business Solutions Inc. With an impending talent shortage, many organizations are trying to ﬁgure out how to ramp up the next generation of leaders quickly but effectively. Toshiba America Business Solutions (TABS) is no exception: The company recently launched the LEAD (Leadership Education and Development) program to do just that. When developing LEAD, the document imaging solutions provider targeted the upper levels of the organization, ranging from frontline leaders to the executive team, through various tracks. Next, four pillars of leadership were identiﬁed: manage self, manage projects, lead teams and lead business. Sets of hierarchical competencies were then created for each of the pillars within each of the tracks. Although the program was initially aimed at TABS leaders, it eventually was implemented throughout the enterprise. “It was so successful that [President Mark Mathews] decided to deliver it throughout the entire corporation to all 3,500 employees,” said Anthony V. Codianni, director of education and development at TABS, who is in charge of LEAD. “I have total support from the president down.” Participation rates for LEAD have exceeded expectations. In the ﬁrst eight months of its existence, 98 percent of the company’s 500-plus management-level personnel completed level-speciﬁc courses within the program. In addition, more than 70 percent have furthered their education via optional training after ﬁnishing the courses around required competencies. Moreover, participants have responded positively to the action-learning component of the program. Codianni cited one team’s work in action-learning workshops around the President’s Challenge: Identify new, innovative ways the company can continue to grow its brand and market share in the future. The team identiﬁed beneﬁts that would attract Fortune 1000 businesses and integrated them into the company’s strategy map for 2008. This resulted in signiﬁcant changes to the future sales direction of the company. It also produced one of the largest sales in its history within the Fortune 1000 category, which nets approximately $1 million per month in revenue. For these reasons and more, Codianni was recognized with Gold in the Innovation category in this year’s Chief Learning Ofﬁcer Magazine Learning In Practice Awards. “I was pretty humbled by it, but more importantly, I was proud for my company,” he said. “Our whole worldwide model is leading innovation. It was consistent with our philosophy. We make sure that everyone isn’t just trained in innovation but really embraces the concept of innovation. We try to go beyond what’s expected. “The fact that I was recognized as an innovator convinces me that what we have done at Toshiba is the right thing to do. I value the fact that Toshiba empowers me to take risks and allows me to develop programs for our customers (internal and external). Sure we make some mistakes, but we have a tremendous track record of successes due to [leaders] empowering us with decision making to do the right thing. “The recognition from Chief Learning Ofﬁcer magazine is an indication that I have been doing the right thing and is a validation of my work. It gives me the added motivation to continue and develop better programs.” – Brian Summerfield 54

Table of Contents Feed for the Digital Edition of Chief Learning Officer - December 2008

Chief Learning Officer - December 2008 Editor’s Letter Contents Connections Business Impact Best Practices Effectiveness Guest Editorial The Future of Learning CLO Profile Learning Opportunities Embedded in Social Networking ManTech Leverages Knowledge Management Approaches for Social Networking Agility Training for the Learning Organization Creating an Agile Organization With Learning 2.0 2008 Learning In Practice Awards Corporate Social Responsibility: How Can Learning Contribute? Union Fenosa Corporate University: How CSR Education Impacted the Bottom Line Training in the 21st Century: Everything Old Is New Again Zions Bancorp.: Connecting the Dots Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

Chief Learning Officer - December 2008

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