Today’s economies are driven by continual innovation, the rapid evolution of fresh business models. Forward-leaning and non-conforming leaders are increasingly dissatisfied with the status quo collaboration that is mostly tactical and transactional in nature: e.g. who should I speak to about XYZ? They are looking to lift the cap from today’s productivity plateau, and increasingly recognize that enterprise collaboration is, at best, offering tactical benefits, and at worst, actually impeding worker productivity. So what is the key to driving high-impact collaboration that drives productivity and innovation?
The organization provides care and a sheltered environment, mainly for elderly people with physical limitations. To enable these clients to live as independently as possible in their own homes, they provide housework support, home care and various forms of specialized home nursing and treatment. They also provide services for rehabilitation cases. The organization has many different residential locations in which clients receive intensive care and guidance in sheltered surroundings.
This is one of the world’s largest dairy companies with over €12 billion in annual revenue. It produces and sells consumer products such as dairy-based beverages, infant nutrition, cheese and desserts in many European countries, in Asia and in Africa via its own subsidiaries. Dairy products are also exported worldwide to over 100 countries. The company has branch offices in 32 countries and employs over 20,000 people.
Before 2015, L&D within this company was decentralized. Some of its 32 global locations had their own learning advisors. Most of the L&D budget and time was spent on maintaining the LMS and developing a small group of high potentials in the organization. There was no over-arching L&D strategy that informed the work of the various dispersed groups within the company.
This is a leading global pharmaceutical company specializing in dermatology and critical care. With employees in 61 countries and products sold in more than 100 countries. The company has a vision of becoming the world’s leading specialty pharma company within its focus areas and is expanding into new regions and markets bringing competitive drugs and therapies to patients with unmet medical needs.
In 2015 this company defined a new sales strategy to respond to an increasingly competitive marketplace with many big new players coming into their sector. They needed to differentiate the company from the competition to maintain and increase business volumes.
This case describes how an innovative 70:20:10 design of a learning and performance landscape has made it possible to allow a significant part of the preparation and support of professionals to occur in a cost-effective way in practice (workplace learning). The purpose of this practice is to support 2880 care professionals in PAM (Patient Administration – part of SAP implementation), within the business unit Surgery 753 care professionals.
The Institute Technology Partnership programme is designed for commercial organisations that provide innovative 70:20:10.
Service Partners are connected with the 70:20:10 Institute to co-deliver the 70:20:10 Expert Programme and other programmes as they are developed to their clients or to clients of the 70:20:10 Institute.
The 70:20:10 Institute’s Organisational Partner programme is designed for HR and L&D departments in organisations of all types and sizes.
The Business Partnership programme is designed for commercial organisations that provide innovative 70:20:10 products and solutions that support the 70:20:10 model.