Information
ONE-DAY WORKSHOP | 28 February 2019
Protea Hotel (by Marriott), Techno Park, Stellenbosch | Cape Town
John Bersin stated recently: “In the 15 years I’ve been studying corporate Learning & Development, I hav en’t seen the industry under so much stress. We are in a disruptive time, forcing companies of all sizes to literally reinvent their entire learning strategy, infrastructure and employee experience like never before.”
For many years, L&D has been trying to demonstrate the value of learning. It has modernised the services it provides, reorganised its distribution methods for
greater efficiency, and professionalised its measurement processes. But it is still not very effective. This raises some important questions: should we continue to focus on learning value? Or is this the time to redefine the future of L&D and focus on business value? In this practical workshop, we take a closer look how L&D can move from an order taker business model to a value creator business
model. We will also practice the 70:20:10 Methodology, so you have immediate value after one day!
Over the past decades, L&D has been busy trying to demonstrate the value of learning. However, this is no longer seen as being sufficient nor relevant. Learning in organisations is intended to improve performance measurably. Simply measuring the process without measuring the results will not provide insight into realised value. This is one reason the interest to demonstrate business impact is so high in L&D.
To redefine the future of L&D we need a deep, strategic change. This requires a reflection on the current versus desired L&D business models and business canvasses. In our approach we identify four L&D business models:
Strategic
Business Model 1: Order Taker
The Order Taker is responsible to customers in terms of providing formal learning solutions. Under the motto “If you want it, we’ve got it,” L&D departments operating under this business model ensure learning solutions are available to match client demand.
The Order Taker has the budget to facilitate training in organisations and take the burden from management when it comes to learning issues. This mix of activities and services makes the Order Taker attractive to management and training participants alike, thanks also to an inherent pragmatism, decisiveness, and strong operational focus.
One disadvantage for the Order Taker is the near absence of evaluation to demonstrate business impact— justification of expenditure is based on an overview of costs and the resulting participation in online and offline learning activities.
Management regards the Order Taker as a cost center.
Business Model 2: Learning Enabler
Educational advice forms the core of the service offered by the Learning Enabler. The Learning Enabler is responsible for organising the intake, analysis, implementation, and evaluation pro- cesses required to maintain the professional quality of learning provision. The Learning Enabler engages in dialogue with the client, using educational analysis to establish whether a formal or other learning solution is the best response to the challenge. As well as maintaining a professional learning catalogue, the Learning Enabler often works within learning landscapes or a learning and performance eco- system. In practice, the main strength of the Learning Enabler lies in the provision of professional, formal online and offline training. The focus is clearly strategic, ensuring that the learning provision reflects the or- ganisation’s overall priorities. This is the best way of reconciling learning with organisational development. It is difficult for the Learning Enabler to demonstrate business impact in more than 20 percent of the learning solutions offered. For this reason, senior management also regards the Learning Enabler as a cost center .
Business Model 3: Performance Enabler
The Performance Enabler implements the operational and other priorities of the business. The services provided focus entirely on helping teams and individuals to work better and make continuous improvements. The emphasis on business outcomes is the result of adopting a perspective on working and learning that is not purely educational. The Performance Enabler analyses the organisation’s systems and does not regard learning solutions as the only response to business problems or opportunities. However, senior management regards the Performance Enabler as on the way to being a profit center.
Business Model 4: Value Creator
By expanding the service to the whole spectrum of 70:20:10 provision, the Value Creator im- plements management’s strategic priorities, offering more than formal learning solutions, and co-creates solutions with management and best performers to make a measurable contribution to improving organisational performance. The Value Creator acts fully in line with the 70:20:10 model by referring not only to the five roles to utilise the model, but to the 70:20:10 methodology—the processes and approaches that enable the roles. Everything the Value Creator does demonstrates measurable business impact in the form of business cases or quantified ROI. The Value Creator is a profit center for management, with income and value-add ex- ceeding expenditure. This is also the norm for all other parts of the organisation required to contribute to its profitability.
Four steps to value-based L&D
In our session we demonstrate how to add value to the business with help of the 70:20:10 meth- odology and we build with you on the four steps of the Value-Based L&D methodology. This is the way to move forward and demonstrate business impact and become an L&D profit center.
The four steps to Value-Based L&D:
- Establish the desired L&D business model
- Develop a roadmap to design and implement the transformation as a process
- Measure costs and revenues
- Adapt, change and learn and update the roadmap
What will be covered and why you should attend
- Apply self-assessment with the four L&D business models of the current versus the de- sired situation
- Experience the four steps to Value-Based L&D: practical steps to transfer from an order taker to a value creator
- Apply the 70:20:10 Methodology to your own case to prove business value
- Determine in what stage of the journey you are and what your plan is for 2019 – 2021
- Draw a roadmap to help you guide the move from current to desired situation
Who should attend?
We recommend this workshop for VP’s, Directors, Advisors and consultants who are concerned with the following areas:
- Learning & Development
- Human Resources
- Commercial Capabilities
- Leadership Development
- Performance Improvement
- Continuous Improvement
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MORE INFORMATION
Contact
Tina for more information +27 (83) 587 7273 |
tina@knowres.co.za
REGISTER
To book your seat contact
Magdeline Matlatse on +2711 706 6009 |
magdeline@knowres.co.za
Workshop Programme
08:30 - 08:45 | Welcome and introduction
08:45-10:00 | Shared vision about Value-Based Learning and the Business models
- Top 3 challenges for L&D
- Interactive presentation: what are the four business models and what do they mean for you?
10:00-10:30 | Tea break and networking
10:30-12:30| How to realise business impact?
Learning by doing part I: Apply the 70:20:10 methodology
- Short instruction of the five roles professionals execute to create business impact
- In groups apply the role of the detective
- Plenary presentation and After-Action Review
12:30-13:30 | Lunch and networking
13:30-14:30 | Learning by doing part II: Performance Architect in practice
With the help of a job aid make a design of 70:20:10 solutions based on the outcomes of the detective work before the break
- In groups apply the role of the architect
- Plenary presentation and After-Action Review
14:30-15:15 | Go beyond 70:20:20 – determine your business model
The first step of the Value-Based methodology is to determine your desired business model. Group discussion about the business models in your own practice.
15:15-15:30 | Tea break and networking
15:30-16:15 | Value based learning roadmap: plan your future!
What do you need to extend our services and add value to the organisation’s strategy? The value-based learning methodology in action:
- Short introduction
- Group activity
- Plenary discussion
16:15-16:30 | Summary of the day
ABOUT THE FACILITATORS
ABOUT JOS ARETS
| Co-Founder 70:20:10 Institute, CEO Tulser: The Netherlands
For many years Jos has worked on improving the performance of people and organisations by connecting working and learning in smart ways. This work has been through a mixture of strategic
projects with clients and international collaboration within the L&D community. Jos’s strength lies in designing performance driven
solution at a systems level and working in the role of a Performance Architect. He has written many books and in collaboration with Charles Jennings and Vivian Heijnen he has published articles and books about 70:20:10. His next book is planned to be published in the beginning of 2019: “Above the Curve: Co-creating Value Based L&D.” He is also an experienced presenter and workshop facilitator on a global level.
ABOUT VIVIAN HEIJNEN
| Co-Founder 70:20:10 Institute, Managing Director Tulser: The Netherlands
Vivian’s strength is her strategic thinking combined with pragma- tism and a knife-like focus on execution. She has consulted on a wide range of projects at every level for the implementation of informal and formal solutions. Her projects have covered man- agement development change, the implementation of electronic
patient files, sales improvement in the pharmaceutical and construction industries and across other areas.
Vivian’s strengths are in a total focus on the execution of the Performance Detective tasks, and of those of the Performance Tracker and the Performance Game Changer. She is co-author of several publications, books and articles, for instance: “70:20:10 Towards 100% performance” together with Jos Arets and Charles Jennings. Besides all this she is a former facilitator of the HPI certificate programme and the train- ing certificate programme of ATD and she regularly speaks at international conferences.
ABOUT THE 70:20:10 INSTITUTE
Founded in Europe, The Institute works collaboratively with organisations across the world, including: India, US, Brazil, and Switzerland. The Institute helps exploit the potential of 70:20:10 as a robust approach that strength- ens and aligns learning and development (L&D) with organisational perfor- mance needs. The Institute is working to create L&D strategies and solu- tions with performance and (organisational) learning power.
70:20:10 is a movement rather than a solution. It is a movement whose aim is to deploy more effective and efficient approaches for building high
performance faster than the speed of business.
The Institute is open, collaborative and inclusive in nature. It partners with businesses that are supporting 70:20:10 and with L&D departments and other parts of organisations that are using 70:20:10. It is also partnering with experts across the world whose work is leading the way beyond formal learning.
