{"id":1480,"date":"2019-09-25T15:08:48","date_gmt":"2019-09-25T13:08:48","guid":{"rendered":"https:\/\/egn.com\/se\/?p=1480"},"modified":"2020-10-09T13:00:55","modified_gmt":"2020-10-09T11:00:55","slug":"sa-forandrar-multimiljardsforetag-sin-kompetensutveckling","status":"publish","type":"post","link":"https:\/\/egn.com\/se\/sa-forandrar-multimiljardsforetag-sin-kompetensutveckling\/","title":{"rendered":"S\u00e5 f\u00f6r\u00e4ndrar multimiljardsf\u00f6retag sin kompetensutveckling"},"content":{"rendered":"

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F\u00f6r\u00e4ndring kring l\u00e4rande<\/h1>\n
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Hur f\u00f6r\u00e4ndrar chefers vanor att l\u00e4ra sig idag organisationers s\u00e4tt att t\u00e4nka kring kompetensutveckling av exekutiva talanger? Med den fr\u00e5gan i centrum samlade Harvard Business Reviews redakt\u00f6r Amy Bernstein tillsammans med seniorredakt\u00f6r Daniel Mcginn tre exekutiva chefer fr\u00e5n n\u00e5gra av USA:s st\u00f6rsta f\u00f6retag i ett rundabordssamtal kring kompetensutveckling.<\/p>\n<\/div>\n

Kring bordet m\u00f6ttes Samantha Hammock, Chief Learning Officer p\u00e5\u00a0American Express, Sankaranarayanan \u201cPaddy\u201d Padmanabhan som \u00e4r ordf\u00f6rande i\u00a0Tata Business Excellence Group\u00a0och Nick van Dam som \u00e4r extern senior r\u00e5dgivare och tidigare Global Chief Learning Officer p\u00e5\u00a0McKinsey\u00a0& Company\u00a0och nyligen tilltr\u00e4dde rollen som Chief Learning Officer vid toppuniversitet IE University.<\/p>\n

”Den virtuella metoden ger inte bara m\u00e4nniskor mer flexibilitet utan tilltalar ocks\u00e5 utifr\u00e5n det faktum att man idag vill l\u00e4ra sig p\u00e5 andra s\u00e4tt.”<\/em><\/p><\/blockquote>\n

Samantha, ber\u00e4tta om era st\u00f6rsta f\u00f6r\u00e4ndringar p\u00e5 American Express just nu?<\/strong>
\nHAMMOCK:<\/em>\u00a0Traditionellt l\u00e4rande och utveckling har g\u00e5tt fr\u00e5n instrukt\u00f6rsledd klassrumstr\u00e4ning till virtuella, globala, skalbara alternativ. Vi har valt detta uppl\u00e4gg f\u00f6r att anpassa l\u00e4randet efter hur arbetet har f\u00f6r\u00e4ndrats. F\u00f6retag \u00e4r idag inte bara mer globala – de \u00e4r mer virtuella. Allt fler arbetar \u00e4ven hemifr\u00e5n, vilket g\u00f6r att det \u00e4r om\u00f6jligt att h\u00e5lla fast vid klassrumsuppl\u00e4gget f\u00f6r fortbildning. Den virtuella metoden ger inte bara m\u00e4nniskor mer flexibilitet utan tilltalar ocks\u00e5 utifr\u00e5n det faktum att man idag vill l\u00e4ra sig p\u00e5 andra s\u00e4tt. Vissa medarbetare v\u00e4ljer att g\u00f6ra kursen sent p\u00e5 kv\u00e4llen. Andra g\u00f6r den under sina arbetspass. Den st\u00f6rsta beh\u00e5llningen \u00e4r flexibiliteten \u2013 alla kan v\u00e4lja n\u00e4r och f\u00e5r d\u00e4rmed till sitt l\u00e4rande i vardagen.<\/p>\n

Paddy, vilka f\u00f6r\u00e4ndringar kring ledarskapsutveckling sker just nu p\u00e5 Tata?<\/strong>
\nPADMANABHAN:<\/em>\u00a0Vi skapade Tata Management Training Center under sextiotalet, vilket under m\u00e5nga \u00e5r var v\u00e5rt prim\u00e4ra verktyg f\u00f6r att utveckla v\u00e5ra ledare. Men de senaste 15 \u00e5ren har vi t\u00e4nkt i andra banor. F\u00f6r v\u00e5ra seniora ledare p\u00e5 C-niv\u00e5 samt \u00e4ven n\u00e4sta niv\u00e5 under dem, v\u00e4nder vi oss till externa institutioner som Harvard Business School i Stanford, University of Chicago, Indiana Institute of Management och London Business School. Vi nominerar anst\u00e4llda f\u00f6r olika utvecklingsprogram p\u00e5 dessa skolor och intresset \u00e4r delta \u00e4r mycket stort.<\/p>\n

Tata \u00e4r ett holdingbolag i storleken 110 miljarder dollar, med ett dussintal operativa f\u00f6retag. Vi erbjuder ett uppl\u00e4gg som utvecklar m\u00e4nniskors f\u00f6rm\u00e5ga att anpassa sig till olika kulturer och milj\u00f6er, d\u00e5 vi ser ett oerh\u00f6rt stort v\u00e4rde i att ledare exponeras f\u00f6r flera olika f\u00f6retag inom Tata. Chefer f\u00e5r tillbringa tv\u00e5 eller tre dagar i olika delar av koncernen d\u00e4r de m\u00f6ter nya m\u00e4nniskor och skapar informella n\u00e4tverk f\u00f6r utbyten. Mycket sker ocks\u00e5 genom v\u00e5ra webinars. Utvecklingen har g\u00e5tt l\u00e5ngt bortom klassrummet. Idag fungerar det betydligt mer som en konversation, d\u00e4r l\u00e4randet har stor betoning p\u00e5 att bygga kunskapsn\u00e4tverk.<\/p>\n

\u201dUtvecklingen har g\u00e5tt l\u00e5ngt bortom klassrummet: Idag fungerar det betydligt mer som en konversation, d\u00e4r l\u00e4randet har stor betoning p\u00e5 att bygga kunskapsn\u00e4tverk\u201d<\/em><\/p><\/blockquote>\n

Hur ser l\u00e4get ut p\u00e5 McKinsey?<\/strong>
\nVAN DAM:<\/em>\u00a0Som ett \u201dintellectual capital\u201d-f\u00f6retag beh\u00f6ver vi leva i st\u00e4ndig utveckling och nytt l\u00e4rande. Det \u00e4r ocks\u00e5 k\u00e4rnan i v\u00e5r talangstrategi. Det talas ofta om McKinsey som n\u00e5got av en ledarskapsfabrik; vi har ocks\u00e5 mer \u00e4n 440 alumner som \u00e4r vd:ar f\u00f6r multimiljardf\u00f6retag. Den st\u00f6rsta f\u00f6r\u00e4ndringen under de senaste fem \u00e5ren \u00e4r den v\u00e4xande efterfr\u00e5gan p\u00e5 utveckling. D\u00e4rf\u00f6r har vi nu ett stort fokus p\u00e5 detta och tittar p\u00e5 hur vi kan f\u00e5 v\u00e5ra 28 000 medarbetare utvecklas och sj\u00e4lva bli drivande i den. Det h\u00e4r st\u00e4ller h\u00f6ga krav p\u00e5 hur vi breddar och f\u00f6rdjupar v\u00e5ra f\u00f6rm\u00e5gor inom omr\u00e5det. V\u00e5ra kunder f\u00f6rv\u00e4ntar sig\u00a0att vi h\u00e5ller oss i framkant i v\u00e5rt s\u00e4tt att t\u00e4nka, agera och dela insikter \u2013 vi m\u00e5ste p\u00e5skynda utvecklingen av m\u00e4nniskors kapacitet.<\/p>\n

Forts\u00e4tt l\u00e4s artikeln h\u00e4r<\/a><\/p>\n

This article is in English and is made available to you with compliments of Executives’ Global Network (EGN) for your personal use.\u00a0Further posting, copying or distribution is not permitted.<\/em><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Traditionellt l\u00e4rande och utveckling har g\u00e5tt fr\u00e5n instrukt\u00f6rsledd klassrumstr\u00e4ning till virtuella, globala, skalbara alternativ. Vi har valt detta uppl\u00e4gg f\u00f6r att anpassa l\u00e4randet efter hur arbetet har f\u00f6r\u00e4ndrats.<\/p>\n","protected":false},"author":36,"featured_media":1481,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[11],"tags":[],"class_list":["post-1480","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-insights"],"acf":[],"yoast_head":"S\u00e5 f\u00f6r\u00e4ndrar multimiljardsf\u00f6retag sin kompetensutveckling | EGN Sverige<\/title>\n<meta name=\"description\" content=\"EGN Sverige skriver artiklar och kr\u00f6nikor f\u00f6r att l\u00e5ta dig inspireras till att v\u00e4xa som chef och ledare. 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