Siemens Global Learning Campus Re-accredited by CLIP

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CLIP Reaccreditation to SIEMENS
We are delighted to announce that Siemens Global Learning Campus has been recently reaccredited by CLIP.

The Corporate Learning Improvement Process (CLIP) is a unique accreditation run by EFMD that focuses on identifying the key factors that determine quality in the design and functioning of corporate universities and learning organisations. The CLIP commutiny includes:

Dr. Kai-Holger Liebert, Head of Global Learning Campus, Siemens AG, Germany, said: “I am very pleased to report that after having earned our first accreditation in 2010, we have once again received the CLIP Award. I see this as proof that as a learning organization within Siemens, we are on the right track and have been working on the right levers over the past few years. Of course, the requirements of our Siemens business units have contributed to the changes in our learning organization, but the scrutiny of the EFMD as a benchmarking authority made up of learning experts has enabled us to take a neutral yet professional perspective regarding our activities.  We have therefore taken very seriously the points that were rated during our 2010 accreditation as needing improvement. We have worked on them, and these efforts have paid off. Not only because we’ve been accredited once again, but also because our position within the company is much stronger today, and we serve as a partner to the business units for changes and the resulting new challenges. During the accreditation, the way in which we have globally organized learning was emphasized as a point of excellence. We have done this with our own approach, taking a path that is consistent with Siemens’ corporate culture. We have combined the individual, independent learning organizations in the Siemens countries into a single integrated organization which operates under the name “Global Learning Campus.” This name represents a shared goal but also leaves plenty of room for local ways of reaching this goal. We are putting “shared governance” into practice by establishing a common, global leadership circle. The involvement of the German headquarters contributes the company perspective while the individual countries represent their regional requirements. Our maxim is to act globally as much as possible in order to utilize synergies and communicate corporate content, while at the same time permitting local distinctiveness to the necessary extent. It has been a long process to set up this integrated organization, and our work is never finished. Mutual trust is the basic requirement for the success of this kind of organization in which the units operate under separate disciplinary authority. Another success factor is our closeness to the Siemens business units. We are fully networked so that we can translate business challenges into skills requirements and then into learning products. We involve the business units and central offices in the product development process. As a result, we can use strategies and support and drive them forward as a global network within the company. In addition to this logistical expertise as a global organization, our core competency lies in using the most effective learning methods for this mission-critical content. In the future, we will be facing many new challenges as well as opportunities that will emerge from the digitalization of our society. New forms of e-learning are, of course, a suitable way to quickly disseminate content, particularly in a global corporation. But social media platforms and video platforms with user-generated content must also be part of an employee’s learning portfolio in the future. Increasingly, it is becoming our job to provide orientation and to act as a “content curator,” in order to guarantee effective learning. I’m looking forward to these challenges in the coming years!

The CLIP assessment process covers all the essential dimensions of the corporate university’s deployment within the company: the alignment of its mission and operational objectives with corporate strategy, the effectiveness of its governance and internal management systems, its ability to address key issues of concern to the business units, the programme design process, the overall coherence of the programme portfolio, the quality of delivery and the impact of the corporate university’s activities upon individual and organisational learning.

The CLIP initiative draws extensively on EFMD’s successful EQUIS accreditation scheme for business schools and universities. Internal self assessment against a set of rigorous standards drawn up by leading members of the corporate learning community is combined with external review by experienced peers.

Dr. Martin Moehrle, Associate Director, Corporate Services, who leads the CLIP process at EFMD, added: “When corporate learning functions have achieved adequate maturity in their portfolio of programmes and in their global reach, going through CLIP is an effective tool in identifying options and areas of focus for the next phase of their evolution.

For more information on the CLIP process visit - www.efmd.org/clip