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Running Learning like a Business 
Three Pillars of Success: 
Standards, Technology, Resourcing 
Presented by: 
Bill West of QuantumConnect 
Nate Wistran of Bank of America
Meet your presenters 
Nate Wistran 
Bank of America 
Learning Executive, 
Learning Enablement and Infrastructure 
Leads: 
Product Management, 
Core Products, 
Portfolio and Vendor Management, 
Global Learning’s risk support and 
Business control, 
Deliverables and centralized support 
Bill West 
QuantumConnect 
30 years in Learning Industry 
Accenture, EY, GP Strategies, Xerox 
Clients include: 
Amway, AT&T, Bank of America, 
Cisco, HP, Intel, J&J, Kraft, 
Krispy Kreme, Lilly, Microsoft, 
Pfizer, Prudential, Roche, Suncor, 
Toyota, and others 
Author: Seven Attributes…
STRATEGY 
PEOPLE PROCESS 
TECHNOLOGY 
The Fundamental Elements of Business
The grand challenge for the CLO 
An industry without a business framework 
People: Qualified resources 
Process: Standards of practice 
Technology: Supporting infrastructure
Without standards… 
NO 
predictability, repeatability, 
reliability, quality, 
timeliness, or customer experience
Without technology… 
NO 
visibility, forecasting, or insight, 
Plus, no collaboration, monitoring, or efficiency 
Only 
The cursed spreadsheets
Without effective resourcing… 
Internally 
No consistency of skills or performance 
Outsourcing 
No consistency or reliability 
No framework for filtering and aligning providers 
Failure rate is 63%!
How to take control of your environment! 
Achievable Results: 
Visibility, consistency, reliability, predictability 
Lower risk, increased ROI 
Less tail chasing, more innovation
How to Change the Conversation 
Not 
# of course completions 
or empirical stories (usually the bad ones) 
Rather 
Decreased cost, increased revenue, speed to proficiency, 
learner satisfaction, total cost of ownership, 
real measurable/meaningful data
What standards? 
Those that align your teams: 
Analysis documents (business/audience) 
Design documents (high/detailed levels) 
Deliverable format (IG/PG, WBT, QRG) 
User testing results 
Post-projects evaluations (NSAT)
Production Resources Finances 
Analytics 
Manage Collaborate 
Implement 
Design Develop Test 
What technology? 
Plan 
Request 
Deliver 
Aligned to your workflow and your needs 
Not just planning and delivery (TMS, LMS) 
Technology to support what each level needs 
Something our industry has not had 
an ERP designed for unique/complex learning development.
What technology? 
The executives need visibility 
They want to know what’s going on, real time performance data and analytics 
The functional leaders want efficiency 
They want to optimize their resources, predict failure (to prevent failure) 
The front line needs what they need 
Tools to support the full D&D life-cycle 
Ability to produce excellent quality, excellent customer experiences
What resourcing? 
Need a framework for successful outsourcing 
For example: Seven Attributes 
Aligning the Client/Vendor : 
Selection << AND >> Operationalization
What does this look like in real life? 
Case Study from Bank of America
Global Learning’s Journey 
Consistent learning volumes 
Operationally efficient 
Added emerging technology 
(video & other non-traditional learning) 
Initial prioritization 
08/27/2014 
2011 
Centers of Excellence 
Standards 
On-Demand Learning Solutions 
Introduction of simplified solutions 
(online/virtual focus) 
2014-2016 
Simplify business engagement 
Do the highest impact work 
Business Impact 
Reduce volume 
Reduce cost 
2012-2013 
Objective: Deliver solutions with increased speed, innovation, simplicity 
and reduce cost to drive employee performance & business results 
Transforming the Global Learning Organization 
Performance Consulting Return Capacity Improve Responsiveness Business Impact 
Focus on the highest 
impact work 
Increase employee 
capacity by reducing 
traditional seat-time 
Reduce 
speed-to-market 
Focus on Business 
Metrics 
Bank of America Proprietary and Confidential | 15
Learning Portfolio 
Build a Learning Portfolio that Delivers Value 
Quality 
Speed to 
Market 
Impact 
What are the key questions to think about in 
Building a Learning Business Portfolio?
17 
Keys To Our Success 
Focusing on the people, process and technology provided building blocks 
for being Operationally Efficient and a World Class learning organization. 
Impact: 
Operationally 
Efficient Learner Impact 
Business Results 
Success Factors: 
Technology Business 
Transparency 
Center of 
Excellence 
Standards 
Alignment 
Evolution 
Impact
18 
Portfolio Management Impact 
Key Enablers 
• Centralized tracking and management 
• Development Playbook 
• Work Categorized into Tiers 
• Complexity Level of Projects 
• Built On-Demand Learning Solutions program 
• Resourcing to determine internal build or Vendor 
28% 
17% 
24% 
24% 
7% 
T1 
T2 
T3 
T4 
T5 
Build 
Punch Lines 
• Traceability 
• Forecast Accuracy Increased 
• Increased Speed to Market 
• Reduction of Unplanned work 
• Internal Resources aligned to the most impactful work 
• Business Impact of Learning Solutions 
Tier Mix Complexity Mix 
3% 
15% 
28% 
11% 
26% 
9% 
8% 
Super Low 
Low/Low 
Low 
Medium 
Med/High 
High 
Super
Moving Forward 
Standards 
Mandate, create, monitor, enforce 
Technology 
Full Life-cycle: build or buy, but do it 
Resourcing 
Align with a framework 
Accountability, coordination, evaluation, no renegades
Summary 
CLO role is under scrutiny; Vendors are failing 
Standardization is the key to stability 
Supporting technology supports success 
(and collects data everyone needs) 
Aligned resources provide 
scalability, efficiency, reliability AND innovation
Running Learning like a Business 
Nate Wistran 
Bank of America 
nathan.e.wistran@bankofamerica.com 
Bill West 
QuantumConnect 
west@quantumconnect.com 
855-909-0707 
Upcoming Events: 
Brandon Hall Group Webinar 
Industry Survey on Outsourcing 
October 23rd 
DevLearn, Las Vegas, October 29th 
Emergence of 
Development Management Systems 
Also, Secrets to Outsourcing

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Run Learning Like a Business

  • 1. Running Learning like a Business Three Pillars of Success: Standards, Technology, Resourcing Presented by: Bill West of QuantumConnect Nate Wistran of Bank of America
  • 2. Meet your presenters Nate Wistran Bank of America Learning Executive, Learning Enablement and Infrastructure Leads: Product Management, Core Products, Portfolio and Vendor Management, Global Learning’s risk support and Business control, Deliverables and centralized support Bill West QuantumConnect 30 years in Learning Industry Accenture, EY, GP Strategies, Xerox Clients include: Amway, AT&T, Bank of America, Cisco, HP, Intel, J&J, Kraft, Krispy Kreme, Lilly, Microsoft, Pfizer, Prudential, Roche, Suncor, Toyota, and others Author: Seven Attributes…
  • 3. STRATEGY PEOPLE PROCESS TECHNOLOGY The Fundamental Elements of Business
  • 4. The grand challenge for the CLO An industry without a business framework People: Qualified resources Process: Standards of practice Technology: Supporting infrastructure
  • 5. Without standards… NO predictability, repeatability, reliability, quality, timeliness, or customer experience
  • 6. Without technology… NO visibility, forecasting, or insight, Plus, no collaboration, monitoring, or efficiency Only The cursed spreadsheets
  • 7. Without effective resourcing… Internally No consistency of skills or performance Outsourcing No consistency or reliability No framework for filtering and aligning providers Failure rate is 63%!
  • 8. How to take control of your environment! Achievable Results: Visibility, consistency, reliability, predictability Lower risk, increased ROI Less tail chasing, more innovation
  • 9. How to Change the Conversation Not # of course completions or empirical stories (usually the bad ones) Rather Decreased cost, increased revenue, speed to proficiency, learner satisfaction, total cost of ownership, real measurable/meaningful data
  • 10. What standards? Those that align your teams: Analysis documents (business/audience) Design documents (high/detailed levels) Deliverable format (IG/PG, WBT, QRG) User testing results Post-projects evaluations (NSAT)
  • 11. Production Resources Finances Analytics Manage Collaborate Implement Design Develop Test What technology? Plan Request Deliver Aligned to your workflow and your needs Not just planning and delivery (TMS, LMS) Technology to support what each level needs Something our industry has not had an ERP designed for unique/complex learning development.
  • 12. What technology? The executives need visibility They want to know what’s going on, real time performance data and analytics The functional leaders want efficiency They want to optimize their resources, predict failure (to prevent failure) The front line needs what they need Tools to support the full D&D life-cycle Ability to produce excellent quality, excellent customer experiences
  • 13. What resourcing? Need a framework for successful outsourcing For example: Seven Attributes Aligning the Client/Vendor : Selection << AND >> Operationalization
  • 14. What does this look like in real life? Case Study from Bank of America
  • 15. Global Learning’s Journey Consistent learning volumes Operationally efficient Added emerging technology (video & other non-traditional learning) Initial prioritization 08/27/2014 2011 Centers of Excellence Standards On-Demand Learning Solutions Introduction of simplified solutions (online/virtual focus) 2014-2016 Simplify business engagement Do the highest impact work Business Impact Reduce volume Reduce cost 2012-2013 Objective: Deliver solutions with increased speed, innovation, simplicity and reduce cost to drive employee performance & business results Transforming the Global Learning Organization Performance Consulting Return Capacity Improve Responsiveness Business Impact Focus on the highest impact work Increase employee capacity by reducing traditional seat-time Reduce speed-to-market Focus on Business Metrics Bank of America Proprietary and Confidential | 15
  • 16. Learning Portfolio Build a Learning Portfolio that Delivers Value Quality Speed to Market Impact What are the key questions to think about in Building a Learning Business Portfolio?
  • 17. 17 Keys To Our Success Focusing on the people, process and technology provided building blocks for being Operationally Efficient and a World Class learning organization. Impact: Operationally Efficient Learner Impact Business Results Success Factors: Technology Business Transparency Center of Excellence Standards Alignment Evolution Impact
  • 18. 18 Portfolio Management Impact Key Enablers • Centralized tracking and management • Development Playbook • Work Categorized into Tiers • Complexity Level of Projects • Built On-Demand Learning Solutions program • Resourcing to determine internal build or Vendor 28% 17% 24% 24% 7% T1 T2 T3 T4 T5 Build Punch Lines • Traceability • Forecast Accuracy Increased • Increased Speed to Market • Reduction of Unplanned work • Internal Resources aligned to the most impactful work • Business Impact of Learning Solutions Tier Mix Complexity Mix 3% 15% 28% 11% 26% 9% 8% Super Low Low/Low Low Medium Med/High High Super
  • 19. Moving Forward Standards Mandate, create, monitor, enforce Technology Full Life-cycle: build or buy, but do it Resourcing Align with a framework Accountability, coordination, evaluation, no renegades
  • 20. Summary CLO role is under scrutiny; Vendors are failing Standardization is the key to stability Supporting technology supports success (and collects data everyone needs) Aligned resources provide scalability, efficiency, reliability AND innovation
  • 21. Running Learning like a Business Nate Wistran Bank of America nathan.e.wistran@bankofamerica.com Bill West QuantumConnect west@quantumconnect.com 855-909-0707 Upcoming Events: Brandon Hall Group Webinar Industry Survey on Outsourcing October 23rd DevLearn, Las Vegas, October 29th Emergence of Development Management Systems Also, Secrets to Outsourcing

Editor's Notes

  1. Not tolerated in a mature industry: Accounting: standard skills Engineers: standard processes Marketing: audience testing HR: enterprise systems and others: IT, Sales, etc.
  2. Not tolerated in a mature industry: Accounting: standard skills Engineers: standard processes Marketing: audience testing HR: enterprise systems and others: IT, Sales, etc.
  3. Everyone makes it up… L&D is a renegade practice… …and they like it that way…
  4. no data, aggregation, analytics, measurement, ROI Nothing but desegregated spreadsheets No consolidation, no reliability, no visibility
  5. Anyone can be an ID… Black box environment, no data, aggregation, analytics, measurement, ROI Nothing but desegregated spreadsheets No consolidation, no reliability, no visibility
  6. Implement standards, technology, resourcing
  7. Implement standards, technology, resourcing
  8. Match to life cycle at critical moments
  9. The development management system, work management system, etc., designed for unique/complex learning development.
  10. The executives need visibility They want to know what’s going on, in real time They want performance data and analytics The functional leaders want efficiency They want to optimize their resources Be able to predict failure (to prevent failure) The front line needs what they need Tools to support the full D&D life-cycle Ability to create excellent quality Ability to create excellent customer experiences
  11. Need a consistent/standard RFP process/format
  12. Our objective is to delivery solutions with increased speed, innovation, simplicity and cost while driving business results. Starting in 2011, the focus was on creating center of excellence in how we support the business Focusing on Standards for build including a Playbook (tools, templates, standards and metrics) Introduced new technology to help us manage the work as well as simplified tool sets In 2012 and 2013 we became operationally efficient focusing on metrics to manage our work internally as well as initial prioritization In 2014 we pushed to focus on the highest impact work and business impact stories. Our focus continues to be simplifying the business engagement and “majoring in the majors” We are constantly benchmarking against other companies and working on continuing to evolve with a key focus impacting business results.
  13. Portfolio Questions: Technology, Tools, Processes, People to enable What type of quality metrics (internal and vendor developed)? Which resources, which projects and at what time are they needed? How will we categorize the type of learning solution? How will impact be measured? To provide the framework to be success we developed a series of engagement questions to laser focus the engagement: Business Problem we are trying to solve Outcome How the learning solution would help solve the business problem Performance Outcomes
  14. Center of Excellence Aligning teams to focus on the becoming operationally efficient, focusing on innovation Standards: Creation of a Learning Playbook (including Tools/Templates) that are utilized by internal resources and external has been a key to our success. Technology: Investing in technology that will help manage this work as well as tools that will positively impact the work is critical Business Impact: Each learning initiative should be focused on business impact and not hours/completions. As part of the performance objectives for the organization this is key to making an impact. Alignment: Use standard metrics across the function has allowed for robust discussion and tracking of how the operation is doing. Specifically Forecast Accuracy, Unplanned work, Business Priorities Transparency Providing monthly metrics that allows the team to deep dive on trends, areas of opportunities to drive the right behavior Evolution Continue to tweak the model, look for best practices and shift with the business needs The net is that we have become operationally efficient, focused on learner impact and able to demonstrate business results
  15. We had several key enablers as we built the Portfolio Centralized tracking and management of development (internal and external development) Idea (initial thought of a project) through Implementation Work Categorized into Tiers Business Priority Types (WBT, ILT, VILT, Blended) Complexity Level of Projects Building On-Demand Learning Solutions with Standards Our Punchlines so far: Increased Traceability Improved forecast accuracy Increase speed to market
  16. The development management system, work management system, etc., designed for unique/complex learning development. Create, monitor, enforce (internal and vendor) Build or buy, but do it (incremental adoption) Align with a framework (Seven Attributes)
  17. The development management system, work management system, etc., designed for unique/complex learning development.