Presented by:
Bank of America
QuantumConnect
We will examine the three pillars of successfully running learning as a business: standardization, technology, and resourcing.
For Learning to be a legitimate business, it must possess the infrastructure fundamentals that enables all other business units to thrive.
Successful business requires: your ability to produce a consistent and reliable product, the technology that provides you the visibility to lead and results you can measure, and your ability to effectively optimize your resources (internal and outsourced).
To effectively learn a business, you must:
Understand the secrets to successfully aligning your resources, including outsourcing
Understand the workflow technology required to run your organization as a business
Understand the challenges and techniques used to standardize development across an enterprise.
These are possibly the largest barriers to success and are most certainly the most notable areas that are subject to failure.
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…
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
Not tolerated in a mature industry:
Accounting: standard skills
Engineers: standard processes
Marketing: audience testing
HR: enterprise systems
and others: IT, Sales, etc.
Not tolerated in a mature industry:
Accounting: standard skills
Engineers: standard processes
Marketing: audience testing
HR: enterprise systems
and others: IT, Sales, etc.
Everyone makes it up…
L&D is a renegade practice…
…and they like it that way…
no data, aggregation, analytics, measurement, ROI
Nothing but desegregated spreadsheets
No consolidation, no reliability, no visibility
Anyone can be an ID…
Black box environment,
no data, aggregation, analytics, measurement, ROI
Nothing but desegregated spreadsheets
No consolidation, no reliability, no visibility
Implement standards, technology, resourcing
Implement standards, technology, resourcing
Match to life cycle at critical moments
The development management system, work management system, etc., designed for unique/complex learning development.
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
Need a consistent/standard RFP process/format
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.
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
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
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
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)
The development management system, work management system, etc., designed for unique/complex learning development.