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Strategy maps as a tool to asses and
increase the return on learning
management systems
Tom De Schryver (University Twente)
Alfred Venema (UP learning)
Paul van den Hurk (UP learning)

A novel approach
for Return on investment assessments
 in learning management systems
 in support in Talent
 in any …Learning intervention
Based on strategy mapping
 existing, known, popular framework (in the field of strategy
implementation and management control)
 Clear conceptual fit with learning and development
 it can/should be applied over here
 Strategic theme: “The learning organization”

What is it about?
Use the Strategy map to model the expected impact of
learning investments
Use target setting - on linked KPIs - to bring the
strategy map into action
Use principles of the Balanced Scorecard
to measure the action and to assess the return

Financial Perspective
•Profitability
•Growth
•Shareholder
Value
The Vision
Customer Perspective
•Price
•Service
•Quality
Internal Perspective
Learning and Growth
•New Skills
•Continuous
Improvement
•Intellectual
Assets
“If we succeed,
how will we look to
our shareholders?”
“To achieve our
vision, what
customer needs
must we serve?”
“To satisfy our
customers and
shareholders, at which
business processes
must we excel?”
“To excel in our
processes, what
must our
organization learn?”
•Cycle Time
•Productivity
•Cost
We will not cover the theory here

Strengths of strategy mapping to
measure and increase ROL
Strengths compared to more traditional methods
more proactive; both in the design and implementation
 urges stakeholders to make explicit, and share strategic
objectives before deciding, acting, and monitoring
 more managerial approach
 assumes more communication efforts
 To convince (top-down/ bottom-up)
 Gives more and better control parameters
 More: Target setting
 Better: precise measuring tools

Weaknesses of Strategy mapping to
measure and increase ROL
Weaknesses?
 liability of newness: L&D managers might be unfamiliar with it.
 Workshops: to give a first impression and to get feedback form
L&D managers

The case
 Metrics
 Measuring
 Reporting
Strategy Mapping

Agenda for today
Strength and Weaknesses for you to judge!
11.15-11.45: Illustration with a “fun“ case
(30 minutes)
11.45-12.25: Give you the possibility to apply it
(40 minutes)
12.25-12.45: Presentation, Feedback and Discussion
(20 Minutes)

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Koen Christian Laura
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Louis van Gaal
as a successful talent manager
Winning
culture

Louis van Gaal while
selecting, onboarding, engaging talent.
(The selection has to be fit!)

2014: Return
June, 13th Spain - The Netherlands 1-5
June, 18th Australia - The Netherlands 2-3
June, 23th The Netherlands - Chile 2-0
June, 29th The Netherlands - Mexico 2-1
July, 5th The Netherlands - Costa Rica 0-0
July, 9th The Netherlands - Argentine 0-0
July, 12th Brasil - The Netherlands 0-3

2015: no return
2014
 Sep, 9th Czech Republic - The Netherlands 2-1
 Oct,10th The Netherlands - Kazachstan 3-1
 Oct,14th Ice land - The Netherlands 2-0
 Nov,16th The Netherlands – Let land 6-0
2015
 Mar, 28th The Netherlands - Turkey 1-1
 Jun, 12th Let land - The Netherlands 0-2
 Sep, 3th The Netherlands – Ice land 0-1
 Sep, 6th Turkey - The Netherlands 3-0
 Oct, 10th Kazachstan - The Netherlands 1-2
 Oct,13th The Netherlands – Czech Republic 2-3

How did Louis van Gaal deliver
this result?

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What did Louis van Gaal want to achieve
as a bondscoach?
A. to qualify for the World Champions
B. to survive the group stage
C. the quarter finals
D. the semi finals
E. the final
F. world champion
# votes: 14 Closed
The question will open when you
start your session and slideshow.
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What did Louis van Gaal want to achieve
as a bondscoach?
A.
B.
C.
D.
E.
F.
to qualify for the
World Champions
to survive the group
stage
the quarter finals
the semi finals
the final
world champion
7.1%
7.1%
0.0%
7.1%
7.1%
71.4%
Closed

What is the most important condition to
achieve that objective?
A. to attract talented players
B. to have a good team
C. to score goals
D. to win matches
E. other
# votes: 14 Closed
download/.

What is the most important condition to
achieve that objective?
A.
B.
C.
D.
E.
to attract
talented players
to have a good
team
to score goals
to win matches
other
0.0%
28.6%
7.1%
64.3%
0.0%
Closed

Who is Louis van Gaal’s customer?
A. the fans
B. the media
C. the Royal Dutch Football Association (KNVB)
D. the players
E. Other
# votes: 14 Closed
download/.

Who is Louis van Gaal’s customer?
A.
B.
C.
D.
E.
the fans
the media
the Royal Dutch
Football Association
(KNVB)
the players
Other
21.4%
0.0%
35.7%
42.9%
0.0%
Closed

What is a customer?(in the strategy map model)
 A customer = the stakeholder that is most responsible
for creating a contribution to the value defined in the
financial perspective
 Nor the fan neither the journalist … can make the
winning goals
 Hence….

Oops, sorry Louis, I mean obviously
them

What does Louis need to do to make the
players listen to him?

What does Louis need to do to
make the players listen to him?
Have a clear strategy
and make sure
everyone understands
it and can relate their
own function and goal
to it
Clear. Honest Motivate
Messages: 0
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How is Louis going to give it to them?

What to do when you lack certain
competences?

What to do when you lack certain
competences?
Bribe referee Hussle the team Change strategy
Messages: 0
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Well done,
you have created your first strategy map!

Advantages
 It makes clear which investments are needed to achieve
goals.
 Once the map has reached its final stage, it helps making
clear to stakeholders what is expected from them
 it is a great boundary object to discuss the learning &
development strategy
 ( This was a simple case: multiple and more complex
answers are possible)

Now you do it….
with only the help of our questionnaire
 GOAL (1 question):
 What do you want to achieve on the long run? (Vision)
 Financial (1 question)
 What are the important conditions/ short term indicators to achieve
that goal?
 Customer (2 questions)
 Identify: Who should make a crucial contribution towards shaping
this conditions? (These your customers. Treat them as a king)
 Inspect: What is important for that king?
 Internal (1 question)
 Deliver: How can you satisfy the king?/ how do you make him
commit to your organization/vision?
 Leaning and growth (1 question)
 Invest: How can you improve yourself to make this commitment
stronger? /“How can you make the internal organization stronger”?

Case instructions
Group members + tutor + case assignment
Folder for each participant:
 Case description: Achmea onboarding
 UP’s questionnaire
 UP strategy map template(s)
Post it’s per group

Case (input)
 Case is retrospective.
 Yet, assume you are about to make an investment decision on
learning (a posteriori)
Why investments are needed to attain the learning goals of
ACHMEA?
 Case is very short.
 Stay as close as possible to the case
 Ask us for more information (for interpretation)
 You can make extra assumptions as long as they are
consistent with the case description!

Proces
Make a group of about 4-6 people
 In the next 40 minutes:
 Read the case
 Get shared answers on the questions
 connect your answers by putting them on a strategy map
 Check the internal consistency
Ask me or Alfred for help
present the final strategy map
 Post its on posters
 For each answer a separate post-it.
 Arrows: Make sure that everything is linked to each other!

outcome
 On the one hand,
 There are NO good or bad strategy maps.
 There are many ways to Rome
 On the other hand,
 Strategy maps should be consistent/logically/ intuitive.
 Strategy maps can be hard to follow (which is bad).

Go ahead: See you back at 12h15

Presentation, feedback, discussion

What does the ACHMEA
ACADEMY want to achieve in the
long run?
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What are the important conditions/
short term indicators to achieve that
goal?
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2. Your audience's
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Who should make a crucial
contribution towards shaping this
conditions?
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2. Your audience's
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Inspect: What is important for the
king?
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2. Your audience's
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3. Your audience's
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How do you make the king commit
to your academy/the strategic
learning theme?
1. Your audience's
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2. Your audience's
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3. Your audience's
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How can you improve yourself to
make this commitment of the king
stronger?
1. Your audience's
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2. Your audience's
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3. Your audience's
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What is the prime strength of
strategy mapping for evaluating
learning investments?
Shared understanding
through the process
Overview of different
processes and relations
To make visible the
correlation of cause
and effect.
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What is the main weakness of
strategy mapping for evaluating
learning investments?
You can not be sure
that the L&D activity
is responsible for
reaching the goal
Process needs to be
understood clearly
Not easy to construct
and to communicate.
Messages: 0
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Interested in More information?
Questions? Contact?
Tom De Schryver, Assistant Professor Business
Administration, University Twente
 T.deschryver@utwente.nl
Alfred Venema, business consultant UP learning
 alfred.venema@uplearning.nl
Paul van den Hurk, UP learning
 paul.vandenhurk@uplearning.nl

ROTA – Achmea Academy
ROTA = LearningKPI(s)  internalKPI(s)  customerKPI(s)  financialKPI(s)
ROTA = LearningKPI(s) Internal KPI(s) CustomerKPI(s) FinancialKPI(s)
KPI? • Aantal moodle
specialisten
aangeworven
• Aantal
licenties voor
digitale
leeromgeving
en
• %leermodules
met grading
systeem
• Aantal
leermodules in
% ontwikkeld
samen met
callagents
• % dropouts
• Gemiddelde
Tevredenheid
score training
• Gemiddelde
doorlooptijd
volledig
traineeship
• Gemiddelde
klanttevreden
heid van call
agents na 1
jaar.
Target? • 1 dit jaar, 3
volgend jaar
• 1
• 100 % binnen
2 jaar
• 75%
• 3%
• 4/5
• 7 weken
• 7/10

1) Strategy maps ↔ learning maps
 the mission of the KNVB <> the mission of van Gaal
 KNVB:
 “Voetbal is om van het houden”
 “Voetbal is volkssport nummer één en moet dat ook blijven”.
http://www.knvb.nl/wiezijnwij/missie-visie
 van Gaal: World Champion
the mission of the KNVB, van Gaal
<>
the results contract between KNVB & van Gaal.
 into the semi-finals!

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