In the first 30 days – Enterprise size and complexity depending…here’s what I would do:
1- Meet with the leaders of the Enterprise collectively (if possible) to assess how well the L&D function is meeting their needs currently, and their assessment of how well the L&D function is positioned to meet the medium term and long term given their strategies. And then we would collectively determine where any shortfalls are currently, expected in the medium term and long term – and what specific critical high risk/hard reward Enterprise initiatives need to be supported currently, and later.
2- Meet with the L&D leadership and key staff in a multi-day workshop to thoroughly assess the L&D Outputs and the provisioning Systems – labeled T&D Systems in my book and other writing on the 12 sub-Systems of the “T&D Systems View.“
The book: “T&D Systems View” would be my basis for conducting that assessment. We’d determine where the major gaps are from ideal based on the CONC – Costs of Non-Conformance otherwise known as the PIP – Performance Improvement Potential – from Thomas F. Gilbert.
Determine the probable COC – Cost of Conformance – in order to make it more ideal (but probably not Six Sigma levels of perfection). That analysis effort would create design/redesign criteria.
3- Develop a Strategic Plan and a Financial Case and a Story to share the thinking of what to do and how to go about it for review, critique and modifications with Enterprise Leadership and other Key Stakeholders.
After modification I’d have that shared further across the organization for additional review and feedback gathering. That would then be shared with Enterprise leadership prior to final modifications.
In the second 30 days and perhaps the third set of 30 days:
4- Establish a designated team to quickly develop a tactical plan and conduct rapid design efforts and integration testing leading to prioritized development efforts for quickly revising the T&D/L&D Systems and sub-Systems to meet the needs and the design criteria established.
The T&D Systems View presents 47 distinct processes in a set of 12 “Systems/sub-Systems” – which would be addressed in an integrated fashion.
Depending on the number of Systems/sub-Systems that need to be addressed and the funds available to address them adequately – this set of efforts might take the rest of the time.
Perhaps it would take 120 days to accomplish the first wave of prioritized redesign/redevelopment efforts. As always, it depends.
Here are the 12 Systems/sub-Systems and the 47 processes of the T&D Systems View:
12 O’clock: T&D Governance and Advisory System
1. T&D Governance Process
2. T&D Advisory Process
1 O’clock: T&D Strategic Planning System
1. Enterprise Strategic Plans Surveillance Process
2. T&D Strategic Planning Process
2 O’clock: T&D Operations Planning and Management System
1. Annual Operations Planning and Budgeting Process
2. Quarterly Operations Planning and Budgeting Updates Process
3. Forecasting and Accounting Process
3 O’clock: T&D Cost/Benefits Measurement System
1. Cost/Benefits Measurement System Design and Deployment Process
2. Ongoing Cost/Benefits Measurement and Feedback Receiving Process
3. T&D Project Lessons Learned Process
4. Results Reporting and Archiving Process
4 O’clock: T&D Process Improvement System
1. T&D Issues Generation and Assessment Process
2. T&D Improvement Project Planning and Management Process
5 O’clock: T&D Product and Service Line Design System
1. T&D Product and Service Line Program Management Process
2. T&D Product Line Design Process
3. T&D Service Line Design Process
6 O’clock: T&D Product and Service Line Development/Acquisition System
1. T&D Product and Service Line Development and Acquisition Program Management Process
2. T&D Custom Development Process
3. T&D Purchased Product Acquisition Process
4. T&D Purchased Product Modification Process
5. Existing T&D Maintenance Process
7 O’clock: T&D Product and Service Line Deployment System
1. T&D Master Materials Storage and Retrieval Process
2. T&D Master Materials Change Management Process
3. T&D Scheduling Process
4. T&D Facilitator and Coach Development and Certification Process
5. Facilitator-led T&D Deployment Process
6. Self-paced T&D Deployment Process
7. Coached/Mentored T&D Deployment Process
8 O’clock: T&D Marketing and Communications System
1. T&D Stakeholder Communications Process
2. Individual T&D Planning Process
3. T&D Ordering and Registration Process
9 O’clock: T&D Financial Asset Management System
1. Organizational T&D Plans and Budget Roll-up and Adjustment Process
2. T&D Physical Property Management Process
10 O’clock: T&D Human and Environmental Asset Management System
1. T&D Staff Recruiting and Selection/Succession Process
2. T&D Staff Training and Development Process
3. T&D Staff Assessment Process
4. T&D Staff Compensation and Benefits Process
5. T&D Staff Rewards and Recognition Process
6. T&D Organization Structural Design Process
7. T&D Facilities Development and Deployment Process
8. T&D Equipment and Tools Development and Deployment Process
9. T&D Materials and Supplies Acquisition and Deployment Process
10. T&D Information Systems Development and Deployment Process
11. T&D Methods Deployment Process
11 O’clock: T&D Research and Development System
1. T&D Methodology and Technology Surveillance Process
2. T&D Internal and External Benchmarking Process
3. T&D Methodology and Technology Pilot-Testing Process
I know it’s a long list. I know it’s a lot to think about. I know you wish this T&D world were much simpler.
It isn’t, so let’s get on with the business of managing it and producing worthy T&D/ Learning/ Knowledge Management better, faster, and cheaper.
The book T&D Systems View is available as a free PDF at