Leading Learning to Create Economic Power and Value By continuously learning, faster than competitors, and applying the right strategies at the right times, organizations have a sustainable competitive advantage. To create such a climate, leaders must ask themselves a serious question: “How can I dramatically increase my organization’s ability to learn?”

1. Leading learning to create economic power & value Tina Busch VP, Learning & Performance April 11, 2010 Every connection is a new opportunity™

2. The knowledge residing in a company’s human capital creates economic power and value True False

3. Learning is… The process of acquiring new knowledge and expertise in people

4. How can I… dramatically increase my organization’s ability to learn?

5. BEST learning organizations* share some important characteristics ASTD 2009: State of the Industry Report and (*) Towers Watson / Bersin & Associates / CLC. “Best organizations” started five years ago, the BEST Awards program recognizes organizations that demonstrate a clear link between learning and performance

6. Maximize alignment, effectiveness and efficiency Contributing to organizational performance in three ways: Development of a learning culture Integrated learning strategy and governance Learning architecture and standards

7. Learningculture… organization wide belief that the organization’s strategy, mission and operations can continuously improve through an ongoing process of individual and organizational learning

8. ~ 25% have a learning culture of some kind Strong sharing of best practices across the enterprise Highly likely to have a business plan for learning Highly likely to have a steering committee Highly likely to have a chief learning officer Strong expertise and experience in high value e-learning programs Excellent integration between learning and performance management Highly likely to have an executive who owns talent management

11. Table of contents 2010 Learning Business Plan Executive Summary and Business Strategy Budget (resource allocation) Program (services) Plan Organizational Model Alignment with Known Major Business Initiatives Alignment with HR Talent Initiatives Operational and Performance Measures Governance Process Year-to-Year Comparison Major Capital Investments Major Commitments by Quarter Signoff by Business Units

12. Does your organization have formal learning plans established? Yes No

13. Individual learning plan components Individual Learning Plan Enterprise Required Learning Business Unit Required Learning Job Role Required Learning Discretionary Learning

14. Does your organization have a senior executive responsible for all company wide learning and development programs (such as a CLO)? Yes No

15. Governance: Communicating, monitoring and adjusting the operations Advisory Board or Steering Committee Governing council populated by senior executives from key businesses and functions – review and fund annual plan and progress. Strategic Consultative Learning Council Line-of-business representatives – look at program-related issues, prioritizing and allocating accordingly; operational and business impact measurement Communities of Practice Consultative Programmatic Business Units Field Learning Operations Business unit HR and learning professionals – Measuring and improving learning efficiencies and effectiveness Learning Leadership Direct link between business units and shared centralized services group. Operational Working Relationships COEs Shared Services Procurement Finance

16. Learning architectureand standards Competency management Communities of practice

17. Does your organization have competencies and job profiles? Yes No Not sure

18. Communities of practice

19. Course development process

20. Performance improvement process

21. Knowledge Sharing Skills Assessment Gap Analysis Communities of Practice Alignment Thought Leadership Competencies Standardized Measurement Learning Plan Continuous Improvement Content Standards Learning Organization Opportunity Opportunity Opportunity Effectiveness Performance Consulting Distributed Learning LMS IDPs Shared Infrastructure Integration Governance Technology Scorecard Globalize Needs Assessment Process Improvement Business Strategy Localize Project Mgmt In-source Outsource Operational Efficiency Business Plans Strategic Vendor Mgmt Financial Mgmt Talent Management Programmatic

22. Every connection is a new opportunity™ Every connection is a new opportunity™

23. Appendix Elements of a learning strategy Resources and tools 23

26. How does it align with our business strategy?

27. What does it mean for employees, people leaders and senior leaders?

28. How does it link to other key Company initiatives (engagement, performance management, Mentoring, etc.)?

29. What does this vision suggest for the organization structure?

30. What kind of governance is required to meet our vision and objectives?

33. Don McLaughlin – Cisco

34. Tamar Elkeles – Qualcomm

35. Marilyn Figlar – Lockheed Martin

36. Rita Smith – Ingersoll Rand

38. Gary McLean – TAMU

39. Wendy Ruona – UGA

41. Organizational Management Excellence (Bersin & Associates, Dec 2007) – Caterpillar Case Study

42. The Bersin & Associates Learning Organization Scorecard®

43. Learning Culture Self-Audit (Clawson; The Darden School of Business)

44. The Fifth Discipline (Peter Senge)

45. The Six Disciplines of Breakthrough Learning (Wick, Pollock, et al., Fort Hill Co.)

46. Behavioral Engineering Model (Thomas Gilbert)

47. Corporate Executive Board

48. AHRD, ASTD, ISPI, SHRM