1. RESEARCH REPORTS:
Frequently asked questions with reference to the corporate university (available free via this link)
Case research into corporate university developments
Case research into the evolution of a corporate university development process
Envisioning development
ECUANET - European Corporate Academies Transnational Best Practice Network
Interim reflections on the corporate university and SME academy business development innovation and its diffusion
Moving towards optimising demand-led learning - the 2005-2007 ECUANET Leonardo Da Vinci project
2. MANAGING DESIGN PARAMETERS:
Managing the corporate university learning curve
Establishing a methodology for appraising the strategic potential of the corporate university
Configuring the corporate university - managing a portfolio of thinking schools
How to configure the corporate university for success
Issues relating to learning accreditation in corporate university management
3. STRATEGIC MANAGEMENT
Strategic directions in the management of the corporate university paradigm
Managing intellectual leadership in corporate value
The real time corporate university becomes a reality
The savvy learner
Integrating programme and process performance QA
Global corporate priorities and demand-led strategies
4. BEST PRACTICE MANAGEMENT
Engendering corporate scholarship for top level management performance
Managing the transition to the corporate university - a synthesis of client research
Managing the issue of learning relevance in the formulation of corporate learning strategies
Managing the corporate university watershed
The new generation of corporate universities - co-creating sustainable enterprise and business development solutions
The corporate university's role in managing an epoch in learning organisation innovation
Configuring the structure and administration of learning management
 

 

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Managing intellectual leadership in corporate value

Richard Dealtry

ISBN: 978 1 904481 02 7
Price: £5.25

This article takes a further step forward in defining the strategic role of the corporate university. It describes an approach for appraising and managing the consequences of management’s present style of intellectual leadership on a company’s market value.

It describes two robust management indices that are being used to facilitate this process of appraisal and management. The Intellectual Equity Index (IEI) and the Intellectual Capital Index (ICI) which when combined together provide a basis for defining the quality of intellectual leadership in a company, i.e. the Intellectual Leadership Indicator (ILI). The ILI directly reflects the quality, direction and trend in the company’s ability to achieve or maintain intellectual leadership in its business sectors. This is the state of development upon which its competitive position and future business success depends.

The outcome of the ILI appraisal produces a penetrating insight into the state of management’s business orientation and organisational readiness. It also defines the baseline position from which a bespoke portfolio of corporate university properties can be properly formulated and managed.

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