Nov 14th Strategy

1
(No Transcript)
2
LEARNING KNOWLEDGE MANAGEMENT 3-YEARSTRATEGIC
PLAN
OHRPA October 22, 2003 Dave McIntyre Director,
Learning Strategy
3
(No Transcript)
4
to
5
From anywhere to anyone
from anywhere
to anyone
6
from one simple idea
From anywhere to anyone
to connecting all Canadians
7
from one simple idea
From anywhere to anyone

• Todays Canada Post
• Delivers 37 million pieces of mail every business
  day, serving 31 million Canadians and one
  million companies
• Is the largest retail network in Canada, with
  nearly 7,000 retail outlets coast to coast
• Employs 55,000 Canadians and contributes 2
  billion annually to the economy
• Has one of the largest vehicle fleets in the
  country
• Achieved an on-time service performance score of
  96.7 in 2002
• Is creating innovative electronic products and
  services that are helping to shape the future of
  eCommerce in Canada

to connecting all Canadians
8
from an only child
From anywhere to anyone
to a family of businesses
9
from an only child
from an only child
From anywhere to anyone
From anywhere to anyone
The Canada Post Group

• PurolatorCanadas leading overnight courier
  companyproviding next day delivery across town
  or around the world
• Progistix-Solutions Inc., providing expertise in
  supply chain management from customer orders to
  delivery
• Intelcom Courier, offering same day delivery
  across the city within minutes

to a family of businesses
to a family of businesses
10
from an only child
from an only child
From anywhere to anyone
From anywhere to anyone
The Canada Post Group

• epost, the worlds first electronic mailbox,
  allows customers to view and pay bills over the
  Internet securely
• Innovapost, providing information technology and
  eBusiness solutions for the Canada Post Group
• Canada Post International, offering consulting
  services and delivery innovations to postal
  administrations around the world

to a family of businesses
to a family of businesses
11
CALL TO ACTION

• Why a Learning Strategy? Why Now?

• To facilitate current and future changes to the
  business
• Appointment - new Vice-President, Learning
• Refocusing of the learning organization after
  Business Transformation (SAP)
• Providing context - growing recognition of the
  importance of learning and knowledge management

12
THE CHALLENGE

• Canada Post Employee Value Proposition

Employee
13
INTRODUCTION

• The Approach

14
THE CHALLENGE

• Learning Internal Market Forces

Learning Knowledge Management
15
THE RESPONSE

• A Blended Approach

A BLENDED APPROACH
16
THE RESPONSE

• Framing the Response Its Implications

17
THE IMPLICATIONS
Learning as an HPM Operating Enabler
AS IS
TO BE

• Learning Process - loosely defined and applied

• Learning Process - fully mapped, corporately
  endorsed and applied

• Curricula - focused on technical competencies
  parts are obsolete

• Curricula - focused on all four competencies
  managed and up-to-date

• Architecture/Approach - primarily classroom,
  instructor-led training

• Architecture/Approach - blended, employee-led
  development

• People - loose network with varying
  education/experience focused primarily on
  delivery

• People - strong network of customer-focused
  professionals providing blended solutions, from
  concept to delivery

• Technology - limited access, bandwidth/ network
  limitations, LMS at pilot stage

• Technology - full access, expanded bandwidth/
  network, full LMS implementation

18
THE IMPLICATIONS
Learning as an HPM Operating Enabler
AS IS
TO BE

• Suppliers/Partnerships - many single-purpose,
  short-term vendors with multiple authorities

• Suppliers/Partnerships - few multi-purpose,
  long-term partners one authority

• Organization - fragmented, functional services

• Organization - integrated, enterprise shared
  services

• Change - multiple processes

• Change - integrated change process across
  enterprise, processes and functions

• Funding - low per capita funding, focused on
  technical competencies through classroom
  interventions

• Funding - increase per capita investment to build
  new competencies in new ways and ensure human
  capital appreciation

19
THE RESPONSE
Knowledge Management as an Enterprise Enabler
AS IS
TO BE

• Knowledge Management Process undefined,
  inconsistent, unmeasured (capture, store, share)

• Knowledge Management Process - defined,
  corporately endorsed, applied and measured

• Initiatives functionally and narrowly defined

• Initiatives enterprise-wide, focused and
  aligned to business strategies

• Architecture/Approach - primarily unstructured
  repositories, some performance support

• Architecture/Approach - blended, learner-centric
  (searchable, supported, integrated) across full
  architecture

• People no direct resources limited
  skills/experience with KM little time to
  capture, reflect, apply

• People resources active in business-related KM
  roles time and assistance available

20
THE RESPONSE
Knowledge Management as an Enterprise Enabler
AS IS
TO BE

• Technology and Infrastructure pockets of
  sophistication few collaborative tools little
  content management network and desktop
  limitations

• Technology and Infrastructure ubiquitous and
  sophisticated tools wide access to fully
  supportive network and desktop capabilities

• Partnerships memberships in thought-leading
  organizations limited sharing of information

• Partnerships strategic, corporate-wide leverage
  of partnerships and information gathered

• Organization Design and Funding no organization
  or formal funding

• Organization Design and Funding organization in
  place and funded to build and support technology,
  people and process capabilities

21
THE RESULTS

• We Will Know We Are Successful When We

22
CALL TO ACTION

• We have the Strategy
• Now we need to put it into Action

23
THE IMPLICATIONS
Key Areas of Focus
2005
Technology
Suppliers / Partnerships
KnowledgeManagement
2004
Architecture/Approach
2003
Funding
2002
Decision Making
Curricula
Organization
Learning Process
People
24
Lessons

• Lessons Learned

• Were still in the process of learning
• Dont underestimate the scope/time to gather
  critical information re current state
• 80 principle in effect
• Create realistic timeframes
• Know that it is an iterative process - flexiblity
  and willing to adjust
• Working team selection critical

25
Vision

• To enable dynamic learning and growth for
  extraordinary individual and team performance
  across the Canada Post Group of Companies.
• Learning Knowledge Management
  Vision Canada Post Working Team, February 2003