A winning combination strategy & implementation

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Read this presentation to know:
-How to assess organizational culture
-eLearning strategy implementation process
-Case study- Gulf Co-operation Council's first Shared Services company incorporated learning culture through elearning
-How a leadership tool can help the management in optimizing the organizational change

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  • Involvement - Company leadership needs to identify what those departments are and create an implementation team that consists of representatives from each affected group. Management needs to create a structure that identifies various group leaders, the responsibilities of those group leaders and an accountability system that insures that the implementation team meets its timetable for getting the new program or policy in place. Interest Implementing change or any new strategy within a company requires a feeling of urgency on the part of the entire company. It is the job of management to create that urgency by explaining to the staff why the implementation is necessary. Leadership needs to help the employees understand how the company benefits from the new implementation, but it also needs to get the organization to see the setbacks of not making a change. Monitoring Strategic implementation within a company is not an exact process. It is a dynamic procedure that needs to be monitored by management and altered to meet implementation goals. It is the responsibility of leadership to put a monitoring system in place, analyze the data that is being generated during the implementation and make any necessary changes to make the implementation more efficient. Next Step Implementing a corporate strategy or change is often done in phases. The company leadership needs to be able to identify when each phase of a strategic implementation is complete and be ready to transition the company to the next phase. For example, if the company is bringing in a new software program for customer management, then the first phase of the program may be to implement it in the sales department. Management needs to identify when the proper alterations to the software have been made that will allow it to be implemented in other parts of the company.
  • THINK: Write down one or two goals, then a criteria by which to measure success
  • Have you measured the effectiveness and value of previous training initiatives? Today’s business stakeholders expect value and results from training.
  • Requirement: One of the leading banks in the Middle East was facing multiple issues like most of the banks face in the industry. A few being- time constraints, sporadic hiring, insufficient numbers for a class room training and no continuous learning. This was resulting in large amount of time and resources invested with disproportionate return. The bank aimed to rapidly equip their employees on the knowledge of using the new software- Finacle by Infosys in the shortest time possible, keeping the efficacy of knowledge intact to result in better productivity of the work force
  • Best-in-class video content featuring best-selling authors and CEOs A management tool to drive team learning and one-on-one coaching High impact and application-based: videos include actionable to-dos Key products and services Over 750 video-based programs Leadership Quick Talks™ CEO Quick Talks Competency-Specific Video Programs Annual series of live Executive Leadership Events featuring best-selling authors and speakers Live events available by Web cast, Satellite and Videoconference Sample Quick Talk: Bill George on The Journey to Authentic Leadership
  • Learning from the knowledge and experience of world-class business leaders Engaging and memorable stories One on one with the business leader
  • A winning combination strategy & implementation

    1. 1. A Winning CombinationStrategy and Implementation 1
    2. 2. What will we speak about today?• How to assess organizational culture• eLearning strategy implementation process• Case study- Gulf Co-operation Councils first Shared Services company incorporated learning culture through elearning• How a leadership tool can help the management in optimizing the organizational change
    3. 3. What is Organizational Culture?• Culture is “corporate personality”• The underlying values, beliefs, and norms which govern the behavior of people as members of an organization.
    4. 4. Role of Culture in organizational SuccessCulture is the ‘secret’ ingredient in organizationalsuccess.
    5. 5. Why it is important to create effective Learning Culture Improves employee engagement Higher retention Learning Culture Business processes become more efficient & streamlined Higher ROI and long- term success
    6. 6. How to assess Organizational Culture? Strategize at retreat, business planning session, or at staff meetings Conduct focus groups with employees or customers Give the quiz to managers and business leaders Give yourself a quiz
    7. 7. Key Questions to assess your Organizational Learning Culture? Q.5. We actively encourage "internal jobQ.1 In our organization leaders constantly postings" and try to hire from within to fill emphasize on the benefits of learning. They job openings lead by example by investing in their own personal development Q.6. We have a Learning Management System that allows people to monitor their formalQ2. We regularly help employees create their training programs and self-subscribe to "own career development plans" in our organization as a formal process eLearning courses or request approval to attend training programsQ.3. We have awards to encourage "innovative ideas" or "best cost-cutting idea" and other Q.7. We have an internal portal to encourage process improvement suggestions people to "freely exchange information and know-how" on topics of mutualQ.4. We routinely indulge in internal discussions on "internal spending on training vs. benefits interest realized" and take time to analyze the impact Q.8. We routinely "talk to" or "poll" the of our training interventions learners on whether they found the training content to be beneficial *Adapted from High-Impact Learning Organizations authored by David Mallon
    8. 8. Role of Leadership in Strategic Implementation Involvement InterestNext Step Monitoring
    9. 9. Strategic e-Learning Continuum Program SUCCESS? Measurement and Program Management Strategies and Tactics Program Goals and Objectives Organizational Variables / Learning Culture 10
    10. 10. Impact of Change 11
    11. 11. Strategic e-Learning Continuum Program Goals and Objectives Organizational Variables / Learning Culture 12
    12. 12. Organization Culture: Why? Culture - the values, style and behavior patterns of an organization Culture flows not only from corporate leadership, but also from the evolution of a collective corporate experience
    13. 13. Organization Variables - ActivityOrganizational Variables• Company Mission and Values What are the expressed corporate objectives?• Leadership and Management Style Are managers autonomous or directed?• Emerging Business Realities What is expected of your organization right now?
    14. 14. Program Goals & Objectives Why are Program Goals so Vital?Program Goals are a vital component of implementationbecause they –• Set the direction and keep everyone of track• Engage stakeholders in identifying performance metrics• Establish the connection between learning and businessresults• Provide the basis for measuring the value of your e-learning 15
    15. 15. Program Goals vs. Success Criteria• Sample Program Goals –Reduce training-related travel costs by 20% (cost initiative) –Improve first-pass resolution of customer service or help desk issues by 3% (operational initiative) –Increase adoption of e-Learning as the preferred training modality (change initiative)• Supporting Success Criteria –Employees satisfy 20% of IDP requirements with e-Learning courses –50% of all help desk employees complete two courses from a defined curriculum within three months –Positive evaluation results, demonstrating affinity for e-Learning, with a >80% approval rating 16
    16. 16. Program Goals & Objectives - Activity 17
    17. 17. Strategic e-Learning Continuum Strategies and Tactics Program Goals and Objectives Organizational Variables / Learning Culture 18
    18. 18. Strategies & Tactics - PlanningEvery good road trip begins with a map in hand.24x7 Learning provides an Implementation Planning Guide andSample Project Plan to help coordinate your overall e-Learningstrategy.To build a solid Project Plan:  Develop your project team  Partner with your 24x7 Learning Implementation Consultant  Set a project timeline  Establish technical requirements  Update project status regularly 19 19
    19. 19. Strategies & Tactics - Integration Make it sustainable!Look for integration opportunities such as: –Performance Appraisal Systems –Competency and Career Development –Professional Certification requirements –Urgent Critical Business Needs –Blended Learning Opportunities 20 20
    20. 20. Strategies & Tactics - CommunicationA Marketing Plan will include: • Activity, item or event (What?) • Purpose or intended result (Why?) • Media or distribution method (How?) • Responsibility (Who?) • Applicable dates (When?) 21 21
    21. 21. Strategies & Tactics - MessagingThe goal for any successfulmarketing program is to sendmessages that:Provide information, features andbenefitsthat address the interests andconcerns of target audiences GO with the right message 22 22
    22. 22. Strategies & Tactics – Think about itWhat are the existing or proposed initiatives in yourorganization that could be supported by e-Learning?Identify the initiative, the relevant e-Learning content and thesize of the potential audience.View these opportunities as building blocks towardachievement of your success criteria 23 23
    23. 23. Strategic e-Learning Continuum Measurement and Program Management Strategies and Tactics Program Goals and Objectives Organizational Variables / Learning Culture 24
    24. 24. Program Measurement 1980’s TodayTraining was Training must be Reactive Strategic Random ProactiveDecentralized Blended SolutionUnstructured Planned Little Data FocusedUnmeasured Measured First to Go or be the First to Go! 25
    25. 25. Program Management - Measurement In a performance dashboard, as in an automobile dashboard, you need a variety of gauges and indicators. 26 26
    26. 26. Program Management - Activity • Levels of Evaluation and MeasurementReaction “How I like it” Smile Sheet Routinely Done Course Evaluation FormKnowledge “What I learned” Pre-& post tests Routinely Done Pre & Mastery AssessmentsBehavior “What I do differently” Assessments Is Observed Follow-up Self & Others Evaluation FormResults Impact on Business The effect of Is valuable but Performance improved very rarely Surveys performance on done. Operational data business goals 27
    27. 27. Program Management - MeasurementYouve run all the reports, now what do you do withthe data?•Review with Managers•Outline cost benefits of program•Inquire about perceived utilization and on-the-job application•Facilitate discussion on future needs•Have a plan to inform stakeholders of your progress toward successcriteria and their ultimate business objectivesThe purpose of a program review is to protect the integrity of your e-Learning initiative. Use this opportunity to make something good even better! 28
    28. 28. Program Management - Measurement Analyze & CapitalizeLook for clues in usage and growth statistics to identify success trends as well as hidden roadblocks 29
    29. 29. Program Management - ResistanceRoad Blocks - Combating Resistance• No matter how prepared, we are likely to come across roadblocks that require an effective work around• Advance preparation and checks along the way always help 30 30
    30. 30. Program Management - Discussion • Road blocks you might experience Not Enough TimeNo Help Communication Not Relevant Fear and Anxiety 31 31
    31. 31. CASE STUDYMiddle East bank imbibes “work and learn” culture through eLearning
    32. 32. Middle East bank imbibes “work and learn” culture through eLearningCompany Profile RequirementIt is a GCC’s first Shared Services company and have The bank aimed to rapidly equip their employees oncarved out a brand new industry in its region. They the knowledge of using the new software- Finacleexpanded from just 200 employees to 1,600 and have by Infosys in the shortest time possible, keepingsights set on becoming a 7,000-strong company by 2017. the efficacy of knowledge intact to result in betterIts leadership team has institutionalized a combination productivity of the work force.of structured problem solving methods like Lean, withinnovative thinking, proven re engineering methods andcutting edge technology Solution 24x7 Learning customized and designed a module such that users were able to “Work and Learn”, continuously. The course thus designed, was simulation based in Arabic and English. To ensure ease of understanding and application of a task within the new system, the courses comprised of demonstrations followed by simulated exercises to enable the learners to first see and then apply their learning into practice- the Kaizen way of learning.
    33. 33. How We Can Assist You In ReinforcingCompany Culture by Voices ofDistinction
    34. 34. 50 Lessons™-Video-Based Leadership Solution OVERVIEW• Over 1200 digital business lessons featuring more than 250 recognized global business leaders• Compelling story-based approach to capturing and sharing critical business lessons• 3-5 minute video lessons; short, engaging and shot to broadcast standards
    35. 35. 1200+ Video AssetsOver 240 Executives and Global Thought Leaders
    36. 36. CXO Insights Lessons Summary Ideas for action Questions to ask
    37. 37. 24x7 learning team consults on the followingaspects
    38. 38. Consulting Services • Understand the aspects of your organizational structure and culture that impact your e-Learning program • Align your e-Learning program goals to corporate business objectives • Set realistic program goals and success criteria • Identify opportunities to integrate e-Learning into strategic development initiatives • Effectively communicate about and market your program • Measure the success of your e-Learning program
    39. 39. 24x7 Learning Pvt. Ltd Ulsoor Lakefront, Bangalore,India Phone: +91-80-4069 9100 contactus@24x7learning.com www.24x7learning.com www.learntrak.net lnkd.in/6qD2pY twitter.com/24x7learning facebook.com/24x7LearningIndia

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