05 / ACADEMY MODELS · 03

Configure capability around the workforce.

An Enterprise Academy is a capability environment aligned to organisational strategy, workforce roles and future capability needs — connecting development with workplace contribution, mobility and recognised achievement.

ACADEMY MODEL LEARN · BUILD · OPPORTUNITIES · CREDENTIALS
ENTERPRISE ACADEMY

A workforce-oriented model for employees, leaders, teams and defined talent populations, with organisational governance and learner agency operating together.

MODEL CONFIGURATION

Enterprise context changes the mandate — not the underlying capability architecture.

The model changes how the Academy is constituted, accessed, governed and operated. It does not create a separate learning philosophy or replace the common Academy architecture.

Strategic Capability

Capability priorities can be mapped to business strategy, role families, transformation programmes and emerging needs.

Workplace Development

Learning and BUILD experiences can use real work, projects, simulations, mentoring and applied contribution.

Mobility & Recognition

Capability evidence can support internal mobility, external opportunity and governed recognition without turning development into a simplistic score.

OPERATING LIFECYCLE

Configure → activate → evidence → evolve.

The Academy model is operational, not merely a label. Each stage creates a governed configuration that can be reviewed and changed as the mandate evolves.

01Define strategy
02Map workforce
03Model capability
04Configure pathways
05Activate workplace learning
06Evidence contribution
07Review & evolve
WHAT IS CONFIGURED

The same architecture, with a different operating context.

Workforce populationEmployees, managers, leaders, emerging talent or specific role populations can be configured separately.
Role & capability mapsCapabilities can be related to roles, business domains, projects and strategic priorities.
Applied experienceWorkplace projects, fellowships, residencies, apprenticeships and other experiences can generate contextual evidence.
Career mobilityCareer pathways, readiness and talent connections can support movement across roles and capability domains.
Opportunity ecosystemExternal opportunities may be surfaced where appropriate, subject to organisational policy and participant agency.
RecognitionCredentials can recognise defined achievement while preserving the distinction between development evidence and employment decisions.
GOVERNANCE & TRUST

A model must define responsibility as clearly as access.

Enterprise environments require especially clear separation between learner development data and employment decisions. Access controls, purpose limitation, confidentiality, manager visibility, assessment authority, evidence rights and credential governance should be configured explicitly.

IDENTITY & ACCESSWho can enter, act, view, contribute and administer.
EVIDENCE & ASSESSMENTHow achievement and contribution are established and reviewed.
DATA & RIGHTSPrivacy, confidentiality, intellectual property and permitted use.
RECOGNITIONWho may issue, verify, maintain and communicate credentials.
THE COMMON ACADEMY JOURNEY

One capability system. Different constituencies.

LEARN

Programmes, learning journeys, activities, assessment and support configured for the model.

BUILD

Applied experiences that let participants practise, contribute and generate evidence.

OPPORTUNITIES

Relevant external or ecosystem pathways connected to capability and readiness.

CREDENTIALS

Recognition, evidence, verification and portable proof remain governed by the common credential architecture.