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Appendix

Van Adelsberg, David Berrett-Koehler Publishers ePub

The Scoping Questionnaire is used primarily in the Planning phase.

Initially, it is used by the Transition Project Leader to estimate the length of the transition, to define the size and capability requirements for the transition team, and to forecast what other resources may be required to successfully complete the project.

The Scoping Questionnaire is subsequently used by the entire transition project team to develop a clear understanding of the current state of T&D, shape and scope the new training enterprise, and identify specific gaps between current resources and capabilities and those required for the future.

Planning your work, and most especially establishing clear accountabilities, is essential to meeting customer expectations and to achieving operating efficiency. These three frames are abstracted from a much longer Moore Learning Alliance chart of project work flows that specifies accountabilities and timing from the proposal and contract all the way through measuring and capturing learnings.

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2: Missed Connections

Van Adelsberg, David Berrett-Koehler Publishers ePub

When Ed Trolley, a career line manager, was tapped to lead T&D for a Fortune 500 company, he asked each of his new T&D colleagues, “What value would you say our function adds to the business?” Several stared back at him as if to say, “Come again?” A little embarrassed for them, Trolley rephrased his question: “How does T&D help this business make, sell, and distribute products that satisfy customers and earn profits?”

They’d then nod, seem to catch his drift if not his precise meaning, and start to tell him about their work, often with great passion. “Haven’t you read the reports?” they’d ask. “We offer thousands of programs around the world. And the evaluations show that participants love the content and the instructors.” T&D was stimulating minds, building skills, and making people happy.

That seemed adequate to the folks in T&D, perhaps, but not to some of the company’s executives. One told us, “Training here was very program-oriented. Some trend popped up out in the literature, and all of a sudden we were doing a training program in it, even if no one asked for or particularly wanted such training. It was almost as if training was something separate from the business.”

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7: Planning: Design a Value Machine

Van Adelsberg, David Berrett-Koehler Publishers ePub

Now that you’ve conducted your assessment and made a compelling case for Running Training Like a Business, you may come under pressure to instantly launch a new training organization. (“It makes great sense, so let’s go!”) That sort of demand can be intoxicating. After all, you’ve worked hard to stir up just such enthusiasm. Our advice? Enjoy the feeling. But keep a clear head. Your next few moves will be crucial. Figure 7-1 lays out the key steps for this part of the transformation, the Planning phase.

“When you decide to build a house, you don’t immediately pour concrete. First, you draw a blueprint,” notes Mary Maloney, a Forum colleague who pioneered much of the planning process described in this chapter. “Even before you draw your blueprint,” she says, “you ask questions like, Who will live here? How much space will they need? What’s their lifestyle? Taking a little time to determine those things in advance is common sense. The same common sense applies in managing a major business project.”

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1: Sold On Learning

Van Adelsberg, David Berrett-Koehler Publishers ePub

“It was the best of times, it was the worst of times.” Say, that’s not a bad way to start a book! Too bad Dickens beat us to it. The celebrated opening line from A Tale of Two Cities aptly describes the bittersweet world of training today.

This certainly could be the best of times for T&D. Executives see a widening gap between the skills and knowledge that businesses require versus those that the workforce can offer. “The need for skilled employees has never been keener,” declared a recent article in Fortune. “One-in-ten information technology jobs sits unfilled, and companies are almost as hungry for workers adept at so-called soft skills.”1

As a result, there is now virtual consensus among executives that learning must be a major factor in their ongoing strategies for business success. Even Wall Street, never a noted fan of T&D, has caught scent of this trend. “A tsunami of cash is poised over the [training] industry,” trumpets an article in Training & Development magazine. “Within two years, it will have reshaped everything.”2 Training Magazine reports, “The prevailing thesis on Wall Street is that knowledge workers will require more education and more training than ever before. As a result, corporate training budgets will increase substantially, which will mean more money flowing into the coffers of companies that sell training.”3

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4: The Phases of Transformation

Van Adelsberg, David Berrett-Koehler Publishers ePub

Through our work with various customer organizations, we’ve defined a process for transforming a traditional training function into a training enterprise. The transformation to Running Training Like a Business unfolds in four phases, illustrated in Figure 4-1. Each phase involves certain key steps that, successfully implemented, culminate in outcomes essential to the next phase.

Figure 4-1 : The Phases of Transformation

PHASES

We’re not saying that this is the only path to Running Training Like a Business. Our experience suggests, however, that a thorough transformation along these lines is essential. In fact, it may take from six months to more than a year for your training organization to proceed through the Assessing, Planning, and Installing phases that bring you to Running, the ongoing phase of operating T&D as an enterprise.

Envisioning this multi-phased transformation from the outset will help you gain the perspective you’ll need to maintain an appropriate focus and sustain your momentum over the long haul. In this chapter, we’ll offer a high-level overview, based on the transformations in which we’ve had a hand. Subsequent chapters will explore each of the phases in more detail.

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