Rademakers M. (2014)

This case describes the emerging strategic role of the KLC (Knowledge and Learning Center) of the Dutch Ministry of the Interior’s IND (Immigration and Naturalization Department). It is shown how the KLC gradually increases its strategic impact on the parent organization. The authors explain how the corporate university started as a “company school” with elements such as a course catalogue, learn-and-work courses, and extra training courses and programs, and how it then built on these elements. At a certain point in time, the IND faced new challenges as it was pushed by players outside the organization to dramatically increase performance. The KLC was asked to fulfill a role of course provider to support the organization-wide program for performance enhancement. Apart from doing just that, KLC also started, step by step, to develop and run programs helping IND to implement strategic change. The case offers an example of an emergent corporate university strategy. Gradually and by “learning along the way,” the center of gravity of the KLC has shifted more and more towards being a driver of transformation. Apart from that, one of the insights that can be derived from the case is that:

“Senior management commitment plays a decisive role to gain commitment from participants in programs aimed at transformation through organizational learning.”

Keywords: strategy, corporate university, organizational learning

Rademakers M. (2014)

Achmea is an insurance corporation with cooperative roots, market leader in the Benelux and active in a range of European countries. Achmea Academy was established in 2006 by order of the Achmea Board of Directors, mainly to secure craftsmanship to retain the connection to an increasingly complex environment in the insurance business.

In the aftermath of the 2008 financial crisis, Achmea defined craftsmanship as one the core qualities that contributes to its ambition of unburdening society with regard to financial services. Therefore, craftsmanship is also seen as a core value for trust. The case shows how the Achmea Academy Life & Pensions interprets the responsibility of securing craftsmanship within Achmea, and it also clarifies the core processes, learning concepts, and the curriculum of this corporate university. Initially, the corporate university’s target group was Achmea employees. Soon, however, members of the operating companies were added to the target group, as well as customers of the company, because the Achmea Board of Directors had expressed its ambition of increasing craftsmanship within the company’s entire operating sphere. This case in particular provides insights for corporate universities in large organizations with multiple players engaged in organizational learning:

“Achmea Academy Life & Pensions” main challenge has been to make its position clear with regard to other educational departments within the corporation.”

Keywords: strategy, corporate university, organizational learning