Infosys’ Learning Services help clients win with innovations in learning. We address enterprise learning needs in the Flat World with a comprehensive solution that combines traditional learning approaches with new models and technologies.

February 03, 2010

Case for an integrated OR method

I had blogged about the value of an integrated and holistic Change, Communications and Learning approach earlier (Jan 19) in this forum (http://www.infosysblogs.com/learning-services/2010/01/a_holistic_and_integrated_or_s.html#more). On this blog I would like to offer my thoughts around an integrated methodology that can act as the bonding agent for the three tracks, and shape them into an integrated and wholesome solution.

 

If we agree that within the context of OR (Organizational Readiness) activities for business transformation projects; Change, Communications and Learning inputs and outputs are highly inter-related and drive towards the same goal, we can make a strong case for an integrated methodology that can act as the bonding agent for the three tracks of Change, Communications and Learning - with optimized, coordinated and streamlined activities, tools and accelerators.

 

John Kotter (Kotter, John P. Leading Change.  Boston:  Harvard Business School Press) proposes a series of 8 steps for successful change management; at a high level Kotter’s process starts with creating a climate for change; then engaging and enabling the organization and finally; implementing and sustaining transformation. On the systems learning side; we have the ‘ALEC’ model that sets a four step process for creating a successful end-user adoption experience. ALEC stands for Awareness, Learning, Efficiency (provide opportunities to learn and receive support on the job) and Continuity. It is not difficult to see how Kotter’s change process which is the foundation for a good number of modern change management approaches and ALEC inter-relate and drive towards the same goal.

 

The true value of integration can be achieved through planning, structuring and executing the OR activities with a view to deliverables and expected outcomes for the three tracks, combined. This also means that deliverables for each track cross-reference the designs, outputs and findings from the other two tracks where required.

 

In larger projects the 3 tracks may be staffed by individual but closely integrated teams, while in smaller projects; the resources may be combined into two (Change and Learning) or even one OR team. Overall, the team members will have full visibility, coordination and collaboration with one another - and when needed can ‘swap hats’. Deliberate role-swapping, if planned and executed well; provides a valuable cross-training opportunity for the members of the OR team. A team made of all-rounder individuals who can be deployed across the spectrum of OR activities, provide tremendous flexibility for the project leadership to shift emphasize between Change, Communications and Learning depending on the stage of the project - optimizing the deployment of OR resources, and the value for the client organization.

 

Accelerators are valuable tools that speed and enhance deliverables in consulting engagements. One example of an integrated OR accelerator for business transformation projects; is a database tool that can capture the relationships between system procedures, security roles, job roles, employees, their business units and geographical locations.  Such a tool can be a strategic asset for the Change team (via generating job impact reports), Communications team (by presenting a detailed segmentation of the audience) and the Learning team (by generating the learning curriculum and logistics plan), in addition to Security and QA teams who can also benefit from it. Such a tool can be a ‘game changer’ in regulated environments, e.g.; CFR Part 11 for Pharmaceuticals – where business requirements, system functionality, training curriculum and test scenarios should be traceable from one end to the other.

 

An integrated OR method can help during the initiation of projects, the integrated steps and activities will help structure the work and ensure that all aspects of OR activities have been covered. It also helps in nurturing understanding and effective communication between the client and the consultants, via presenting a structured view of the work ahead using a standard terminology.

 

And while the implementation is in progress, it jumpstarts the OR deliverables, provides tips and considerations and helps team members understand how the work in their track ties in with the work carried out by the other tracks.

 

Reviewing the integrated OR method is useful during the buy cycle, to understand how the consultants might approach the problem - the big picture and the detailed view at the same time. The integrated tools, sample deliverables and accelerators provide a good representation of the consultants’ depth and experience in the field of organizational readiness.

 

It’ll be good to know if there are any strong arguments against the integrated approach.

January 20, 2010

GxP Compliant Learning Management System – Is that what you’re looking for?

In choosing a Learning Management solution out of the several befitting the other business requirements and constraints, one question that is generally tossed up, particularly by customers in the more regulated industries such as life sciences, healthcare, medical device manufacturing, biotechnology, is – whether a product / system under consideration is compliant with FDA 21 CFR Part 11 (the standards mandated by FDA to set a product apart as GxP ("Good Practices") compliant, and standards for electronic records). Oftentimes, the onus of delivering a regulatory compliant system is put on the software vendor.

Continue reading "GxP Compliant Learning Management System – Is that what you’re looking for?" »

January 19, 2010

A holistic and integrated OR solution is a powerful differentiator

People-related issues are consistently cited as one of the primary challenges to the success of major technology-based initiatives.

Organizational Readiness’ (OR) goal is to integrate the “people” component of transformation with the “process” and “technology” components to ensure a successful business transformation endeavor. 

Continue reading "A holistic and integrated OR solution is a powerful differentiator" »

January 13, 2010

Can competitive edge be sustained without effective Talent Management?

Intriguing as it may sound; thought to bring this question forward for discussion, for it may after all seem as difficult to answer as it may to distance from. Many would agree that most of the high-performing organizations have engaged themselves with strategic talent planning and management over a period of time during the course of their journey, to reach where they today are.

Continue reading "Can competitive edge be sustained without effective Talent Management?" »

January 11, 2010

Cloud based Enterprise Applications: Does it need a new approach to end user adoption?

There has been a significant movement in the development of key enterprise applications (CRM, HCM) on the cloud. With on-demand infrastructure available, the value proposition to move enterprise applications to the cloud is becoming more and more promising. I do not believe this trend is going to slow down, in fact the adoption of SaaS (Sofware As A Service) is only going to see an increase. As we all know, a key value propositions of such applications is decreased “time to market”.

Continue reading "Cloud based Enterprise Applications: Does it need a new approach to end user adoption?" »

Choosing the right hosting model for Learning Technology Infrastructure?

The choice of deployment or delivery model (to deploy/host the hardware and software) is one of the firsts to ponder upon while undertaking a Technology Infrastructure project for L&D. Not a straightforward decision anyway, the perplexity might just have been enhanced by the availability of diverse options (we’ll talk about them in a bit) available to the customers.

A company, while investing in the technology infrastructure, must look for a robust, scalable and cost-effective solution that offers the highest degree of availability, reliability and integrity, and befitting the business requirements and information security & business continuity commitments of the organization. The choice of the deployment/hosting model should take all these factors into equated consideration, right?

Continue reading "Choosing the right hosting model for Learning Technology Infrastructure?" »

January 07, 2010

Are we finally going to train first-line managers again?

I was just looking at the new Bersin report, "Enterprise Learning and Talent Management 2010: Predictions for the Coming Year".  Number 3 out of 12 made my heart leap, "High-impact leadership development programs will focus on first-line management".  Are we finally going to train first-line managers again?

 

Continue reading "Are we finally going to train first-line managers again?" »

January 04, 2010

Proactive management of L&D / enabling processes

Business cycles across economies and industries are recurring, posing newer challenges along each turn for every organization. While every organization strives to achieve and sustain success in its core business processes (more the better), the ‘enabling’ (non-core) business processes sometimes tend to lag behind the organization’s overall growth trajectory. While many organizations have emerged as leaders and visionaries in their core business by doctoring this problem of ‘enabling processes lagging behind’ and giving due diligence to the relevant enabling processes (e.g., learning & development, talent management, the entire human capital management realm) and empowering their most important assets (read people!), there are other who are yet to take the leap. Staying ahead of the curve and ensuring the growth of enabling processes goes hand-in-hand with the growth of the core business are the real challenges, and that’s what makes the differentiating strategic moves of an organization towards its business objectives so pivotal!

Continue reading "Proactive management of L&D / enabling processes" »

December 31, 2009

What's the Secret Ingredient?

Everyone knows the three most important ingredients to have a successful restaurant right?  You can have the best foods, the best run kitchen, the best and most polite service but without the secret ingredient your restaurant may fail, right?  The secret ingredient of course is; location, location, location!

So what is the most successful ingredient for learning success?

 

Continue reading "What's the Secret Ingredient?" »

What makes up an effective Enterprise Learning Strategy?

Many companies today are facing an increasingly volatile and competitive business environment.  To be able to effectively compete in such an environment, an Enterprise Learning Strategy must be able to address the following issues:

·  Aging workforce resulting in loss of intellectual capital

· Business silos leading inconsistent, non-cohesive training approach

· Identify opportunities to streamline functions and reduce costs without impacting employee performance

· Retain and fully engage top talent

· Identify metrics designed to relate Enterprise Learning to organizational return on investment

· Provide governance and standardization designed to meet regulatory and compliance standards

 

Continue reading "What makes up an effective Enterprise Learning Strategy?" »

December 23, 2009

Is your learning organization all that you want it to be?

Chief Learning Officer, Training Department Manager, Learning Consultant, Program Manager.....you are responsible for many learning programs....and possibly an entire organization that supports your company's learning objectives.  How do you know if your learning programs are where your company needs them to be?  Our Infosys learning team uses a learning maturity model that can assess your organization's current learning maturity level,  help you decide where you want to be in the future, and create a roadmap to help you get there.

Continue reading "Is your learning organization all that you want it to be?" »

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