Abstract :
Seven business processes have been identified in the Rover Group as the primary drivers for achieving key business thrusts. These processes are considered to be the most added value activities for engaging and aligning employee contribution. One of the seven business processes is the corporate learning process. It is a primary driver for all five key thrusts. Rigorous application of the corporate learning process over the last six years has helped to promote a learning culture in Rover. Such an environment has allowed change and growth to be more easily achieved Rover has gained an international reputation as one of the worlds leading learning organisations. It is possible that the experience accumulated in creating image and reputation for learning could be laterally transferred to other functions and processes. Consideration is being given on how this may be done. This paper attempts to illustrate some current thinking on a framework for implementation. The inner process is the standard articulation of the corporate learning process. The potential application of each step to a corporate marketing strategy is summarised, step by step, in the outer processes
