From GE, McDonalds, P&G and Siemens to Lenovo, Air China, China Telecom and China Resources... If you are a management guru like Ram Charan, Tom Peters or Jim Collins, what principles would you draw from these famous and profitable companies?
Looking at their similarities, one answer is probably that they all embrace the idea of a corporate university. GE has a leadership center called Crotonville, McDonald's has its Hamburger University, Siemens runs a management institute, as does Lenovo. There is also Air China University, China Telecom University and China Resources Training Center.
All these outstanding companies established durable learning and training systems inside their companies. Despite their different titles, they all implement and practice the principles of US scientist Peter M. Senge's learning organization, where the aim is to train work teams and educate qualified employees to promote sustainable development in enterprises. It is not enough to say that establishing corporate universities is of great significance. Many would say it is in fact vital for Chinese enterprises to put the concept of a corporate university into practice and build better learning institutions.
This book initially provides systematic direction and reference material for Chinese enterprises to cultivate trained a staff from a management consulting perspective. There are some points to help Chinese enterprises ultimately understand the key to corporate universities. First, companies cannot simply incorporate existing management schools into a startup corporate university. Although the management knowledge and training skills may be similar, outside management schools are not able to help companies accumulate and pass on the company's experiences and lessons during their development.
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