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Commentary and Observations
From Richard Dealtry, G-ACUA Chairman





The Importance of Deploying Systemic Corporate University Management



If we cast around during our own time in business I am sure that we can all see many changes that have taken place that affect company value.

Over the years I have observed with great interest how the corporate university has continued to evolve in many different ways. From its early beginnings it now reaches out well beyond simple ideas of human resource management, into every corner of the organization.

The corporate university is a very useful knowledge enterprise, affecting all company development practices. I am pleased to report that even further systemic new learning developments are now racing ahead. Growth in online options and social media sharing now heavily influence the style and delivery of corporate university training and CPD programmes.

We must continue to acquire the keys to new ways of creating a widespread culture of organization development. We have to discover effective management practices that will help us to become the leading agents of continuous change and development in all parts of the organization.

Learning for development through effective corporate university management is how we can all resolve the challenges that are now upon us. The future of business depends upon our actions today.

Richard Dealtry
Chairman, G-ACUA


Productivity, Productivity and Productivity?


It is clear that potential growth in worldwide productivity is a major issue. There has been a marked slowing of growth in productivity over the last few years and the creation of more specialised organizations have not helped, as it is a discipline that in its best form knows no organizational limits.

There have been many reasons identified as causes for this problem, including advances in technology and changes in organizations. But the problem is one of semantics.

How many organizations have a productivity manager? We believe that it is in the whole organization that advances could and should be made. Productivity is everywhere in an organization. In production, marketing, accounting, etc., anywhere you care to look it should be of high priority.

It is becoming imperative that companies implement programmes of management and staff development. Companies who invest in the Corporate University as a primary instrument for companywide quality development see a high return in their investment in terms of increased productivity, cost saving and improved staff retention.

Smaller companies often lack the drive to implement extensive productivity-linked management training processes and are significantly less likely to provide effective training. However the Corporate University is a proven mechanism for raising productivity skill levels across all organizations. And in smaller companies, joint enterprise ventures are often the key to their success in raising productivity levels.

It is important that any productivity impact from these developments is felt across the entire organization. The highest qualified managers cannot improve productivity alone, they need to be the ‘agents of productivity’ to ensure that the productivity advantage is spread right through all disciplines and at all levels. This will improve motivation and, in turn, stimulate that all-important growth in productivity.

Richard Dealtry
Chairman, G-ACUA


Being the Best in Everything That You Do



While everyone is in an Olympic mood and celebrating all that is great in sport, it is worth remembering the importance of being the best in everything that we do; in time and opportunity.

When it comes to our careers, we should aim high and maximise every opportunity for self-development and career excellence.

The Corporate University offers us the chance to develop our skills in job-related fields. Companies of every size can develop their own corporate university using the G-ACUA Total Corporate Resource. This extensive corporate university package offers a unique reference source for developing top design capability for a new or reformed corporate university.

These G-ACUA corporate university toolkits and resources enable you to create and update unique programme portfolios of real time learning and development that are essential for the company to achieve strategic growth and organizational development objectives.

You will be able to determine which programmes and projects are best resourced internally and which consultants, colleges, universities or business schools are best able to deliver the external segments at the right time if required.

You can buy this resource now through this Special Offer. So act now to get up-to-speed asap and meet the demands of this special event.

Richard Dealtry
Chairman, G-ACUA


Managing the Corporate University Learning Curve




One of the earliest articles that I wrote in this series followed the “Trends in Corporate Universities” conference in Copenhagen. Since that time many companies worldwide have launched their own corporate university or academy using the G-ACUA Blueprint process and have benefitted massively from the opportunities that it has produced.

Over the years we have observed with great interest how the corporate university has evolved, particularly in technological learning terms. Online options and social media sharing have influenced the style and delivery of training and CPD programmes.

In this article I present that early thinking and invite your comments on possible changes since this article was first published.
Visit the G-ACUA LinkedIn Page to share your comments.



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Richard Dealtry
Chairman, G-ACUA


Brexit – Inspiring A New Real Time Learning Approach


Political events in the UK are having an effect across the world. The surprise Brexit referendum result has sent shock-waves across all businesses. Whether or not you support Brexit, there is no denying that it is going to change the face of Europe in the future. EU leaders have already spoken about their realisation of the need for change within Europe, with or without the UK as a member state.

Everyone is affected in one way or another, from huge multi-national corporations to micro-businesses and cottage industries. The creation of a good, solid, future development plan is paramount, even for the smallest enterprise. Business now can’t just sit back and ‘hope for the best’.

Today, such is the speed of change, the demand for imaginative reach and technical innovation grows daily. Understanding the future needs of the business will require a new learning approach. One-size-fits all training programmes have their place in business, but they can be unfocused and limiting. Each company has the capability to design and develop their own custom-made business development portfolio, addressing the critical strategic new learning needs of the company.

It is so important that managers develop realistic, focused new learning solutions for immediate action that steer them towards a successful and sustainable future. At G-ACUA we developed an effective corporate university process with strategic knowledge and steer to an effective conclusion.

I would welcome your interest in this vital development for the future and look forward to hearing from you.

Richard Dealtry
Chairman, G-ACUA




Reaching Out for Your Stars




Many people ask me the question, ‘Who should be responsible for getting our corporate university activities started?’

In my experience that is the wrong starting point.

Initially, what they need is a clear understanding of what the company, and its subsidiaries, is trying to do. What is the ‘size’ of the opportunity or problem? And what is the time scale of importance; now or tomorrow or in the future?

The ‘size’ can vary greatly, from numerous small items to a major intervention. There may be a demand for innovative ideas, new knowledge, or a whole package of change dynamics. And a whole load of energy.

From years of ‘front of class’ experience, it is clear that each corporate university is a new variable entity, that has a different shape according to the company and SBU needs.

Change dynamics are in demand. And you cannot do everything at once. You need to prioritise and work with those parts of the organization that can make things happen. You need to wake up your staff and get them interested in the future of the company and its many different activities.

If you have some ideas about what you think are the best start points, I would be pleased to hear them.



For further reading on this subject please see:


Design and Management of an Organisation's Lifelong Learning Curriculum


from the Chronology of Corporate University Thinking




Richard Dealtry
Chairman, G-ACUA




Learning Development Update in Corporate Learning and Development


Here is a good question for us all. How long is a piece of string? 


You may then ask: What weight does it have to carry? Is it easy to use? Will the weather rot it? How long does it have to last? Will it be used again in other areas? What is its unit strength? What will happen if it fails to cope with the demands we place on it? Who is to blame?


These are typical of the issues and demands that we face in designing a corporate university. We do not know how long a corporate university will run. We do know that what we have designed in the past is quite different to what we envisage for the future. We are in a moving scenario. We are looking for tomorrow's right answers today.
So who has the responsibility for answering these questions? Is it HR, operations, accountants, logistics. R+D specialist consultants, IT, marketing, sales? Or will the CEO keep or delegate the task?
You need a good corporate university champion with all the right skills, attributes and scope to get what is needed in a network of people who can work together. We all know that to be successful the corporate university needs the right people to undertake this work.


So what do you think about solving this scenario? I would be interested to hear from you. Contact



For further reading on this subject please see:


The Savvy Learner


from the Chronology of Corporate University Thinking




Richard Dealtry
Chairman, G-ACUA




Corporate University Action Learning Development Update


Recent conversations with our network members are suggesting that, while there is continuing interest in the corporate university, some companies are wondering what the right future direction is for their people to get the highest RoI.

This hesitation will seriously reduce the potential for effective staff development at a time when it is most needed. Have you been involved in changes in corporate learning? We cannot underestimate the importance of action inspired new learning for the working majority.

At G-ACUA we continue to promote the real time corporate university as the most effective method of company-wide continuing development. We have recently updated our training workshop portfolio and we are now offering an Introduction to Corporate University Thinking, providing the opportunity to consider a real time corporate university management strategy and skills, and bringing you up-to-speed with the latest thinking.

Richard Dealtry
Chairman, G-ACUA




Winning the Learning Wars – Achieving Competitive Supremacy



We all know that companies constantly have to battle with competitive learning and knowledge harvesting processes that espouse high quality added value to both the learning experience and its application.


Not an easy task when we consider some of the highly dynamic factors that they have to grapple with, for example:

  • they may not have the right tools for the work or projects in hand

  • the international competitive scene may be intense and yesterday’s solutions can no longer be relied upon

  • current strategic and practice knowledge may be out of date and rapidly degenerating

  • the market place demands persistent innovations in services and products

  • different organizational units may require different approaches

  • social networks are in many cases only just finding a culture locus in the organization

  • the quality of source knowledge for decision making may be suspect

  • learning management systems may not be flexible enough to adapt to constantly changing training portfolios

There are many others.


Our empirical research indicates the need to ‘fight fire with fire’, to find realistic solution outcomes to this conflict which require dynamic real time and integrally mobile processes. There is a greater need for the quantising of learning and development process sequences, where all learning processes match specific needs at world class standards and have the potential to optimise their effects at the point of delivery.


This isn’t happening “somewhere in a galaxy, far, far away….”. It’s here, and it’s now. A new adventurous outlook is called for, in the spirit of the founding fathers. We can’t just sit back on our laurels, we have to rethink greatness and discover new directions to stay ahead of the game.


Though it is sometimes painful to make such changes in management practice, it will be ultimately hugely rewarding and exciting with a veritable explosion of new developments to ‘win the learning wars’.

Richard Dealtry
Chairman, G-ACUA








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