If you’ve been following the 12 part Blog Series on “Assessing Your T&D/ Learning/ Knowledge Management” – you might be tired of this graphic. Sorry for the redundancy (by design).
The Clockface model is an adaptation of the L-C-S Framework (Leadership-Core-Support Framework) for organizing what could be “complex and intertwined” processes of an organizational entity in an Enterprise – which I bundle up into Systems/SubSystems in that same framework, or do a WBS- Work Breakdown Structure into Areas of Performance and their Outputs/Measures, associated Tasks and Roles/Responsibilities.
Here is a cleaner view of the L-C-S version…
And the reason I start with 12 O’Clock versus 1 is:
- it’s the top of the clock
- to make it more memorable (even if you didn’t like it- that might make it easier to recall)
- many things in life are arbitrary – and this one was too!
12 O’Clock is most important – it’s the rudder of your good ship T&D/ Learning/ Knowledge Management. Without it you might do really cool/hip things – and miss the boat on meeting the needs of the Enterprise.
It’s still a business decision – to do any T&D/Learning/Knowledge Management in the first place!
The 12-Part Blog Series Links are:
T&D Leadership Systems/Processes
12. T&D Governance and Advisory System
1. T&D Strategic Planning System
2. T&D Operations Planning and Management System
3. T&D Cost/Benefits Measurement System
4. T&D Process Improvement System
T&D Support Systems/Processes
8. T&D Marketing and Communications System
9. T&D Financial Asset Management System
10. T&D Human and Environmental Asset Management System
11. T&D Research and Development System
Again – please don’t get confused with the Part #s being “one off” from the Clockface #s!!!
But Wait … 47 Processes!!!
Yes 47. In my model. Yours may vary.
The 47 Processes within those 12 SubSystems of a “T&D System” – of this analytic and design tool/model – may seem like a lot.
They are. And it is. But as John Swinney, one of my book’s Early Reviewers noted in his 2001 comments and feedback:
“At first glance, T&D Systems View paints a formidable picture of the ideal business-driven training and development organization. Then, it dawns on you that, intentionally or not, formally or informally, you’re already doing these things. The question Guy Wallace raises is, ‘How well?’ If I were a CEO, this is how I would look at my training and development function.”
Thanks again John!
Yes indeed, the question is: How Well?
Well Enough? In “enough” control — versus SixSigma levels of control — which are desirable in some processes – but certainly not in all! As always – it depends!
It depends on YOUR situation – specifically. Not on how I or anyone else thinks about what is really most important or not important.
The book is available as a free PDF at www.eppic.biz
Original T&D Systems View Early Reviewer book quotes from 2001
“Guy Wallace has done it again! After demystifying the ISD process in his lean-ISD book, he tackles the corporate training and development system and puts it in a business-focused perspective. Whether you are in-house or serving as an external consultant, you will find Guy’s model an invaluable tool for enterprise training and development.
This analytic and design process ensures that you dot all the i’s and cross all the t’s when moving your company or client to Learning by Design, not Learning by Chance. The elegant clockface model helps you develop a clear picture of any organization and clearly helps you map out how best to effectively manage all the elements of the enterprise. Once the elements are mapped out, the model, through enclosed assessment and prioritizing tools, helps determine where and when to put corporate assets to maximize corporate return on investment.
This is a must-have book for any consultant or organization that is concerned about improving the performance of their organization through improving processes and competencies.”
—Miki Lane — Senior Partner – MVM Communications
“Guy Wallace has written an appropriate follow-up to his lean-ISD [book]. The breadth and depth of his latest book, T&D Systems View, is very impressive. He uses the analogy of a clockface to thoroughly explain his 12-system process. The procedure in the book allows you to assess any training and development operation from a systems’ perspective. It is easy to read and follow thanks to its consistent structure and format from chapter to chapter. An excellent overview of the process is included, along with helpful checklists.”
—James D. Russell — Professor of Educational Technology, Purdue University
Visiting Professor of Instructional Systems, Florida State University
“[T&D] Systems View explains why the T&D function must be managed as a total system: to meet the challenges of a rapidly changing marketplace. The book shows, in detail, what must be managed competently for a T&D manager to ensure that learning happens by design rather than by chance. The best T&D managers manage the system components described in the book, though probably not as well as they will after studying and thinking through how to fill in the weak or missing components.”
—Dale Brethower, Ph.D.Professor, Western Michigan University
“T&D Systems View is a useful guide for any organization assessing current T&D processes or establishing new ones. Its emphasis on T&D delivering ROI and shareholder value is a timely message and one critical to any T&D organization’s viability today.”
—Carol NicksDirector, Workforce Development – Verizon
“Whether you are new in the training business or an ‘old hand,’ this book will provide you with as much guidance as you need to get the job done. Guy has provided material that leaves ‘no stone unturned,’ yet there is sufficient flexibility for application in all training organizations. Well thought out. Many fresh ideas along with solid reminders of things we knew we should do, but we have, somehow, let go by the wayside.”
—Charline A. Wells — Programs Manager – Corporate Training — Sandia National Laboratories
“T&D Systems View is an excellent resource for anyone with a management role in training. The book has useful guidelines and models on how to structure and manage the T&D function. The models should drive meaningful discussions that lead to better decisions about the roles, responsibilities, and relationships of the enterprise’s leadership, T&D as a function, and T&D’s internal customers.”
—Judith Hale, Ph.D. — Hale Associates
“If you are not actively controlling the critical components of your T&D efforts, then they are by definition out of control. T&D Systems View provides an extremely comprehensive overview of all of the processes that contribute to a successful T&D system. Guy Wallace then takes the next step by showing you how to select those processes that are most critical to the success of your organization and how to get them under control before someone else does it for you. This is a must read for anyone interested in more closely aligning the T&D function with the organization’s strategy.”
—George West — Siemens Building Technologies, Inc.
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