If we were “Outside looking Inside” – and see ourselves and our products and processes as our Customers and Stakeholders see us and experience us – what would we see? What would our assessment be?
Is it even important to consider this?
Determining your customers is probably relatively easy – even in complex situations. Look at the Org Chart and look at your Enterprise Process Architecture.
Determining the Stakeholders may not be as easy. Then determining all of their Requirements for YOU is where the real work begins. Because they may not be able to articulate that for you, easily.
They may just have a gut feel about it. Teasing out what they want and what they require is work and they have to want to cooperate with you to get that done well. Otherwise you are just guessing.
Once we know who we are serving and how they are keeping score on us, where do we start? A T&D or L&D function is inherently complex itself. How can we view ourselves – our own processes – and can that view be used to view our Customers and their Processes?
Yes. This is the T&D Systems View, used to structure 47 distinct processes into 12 buckets/systems that are organized into 3 groupings: Leadership and Core and Support.
This can be converted easily and applied to your Customers’ and their Processes as well. See the “Management Areas of Performance” book (free PDF at http://www.eppic.biz/), articles and Blog Postings by Guy.
And after we assess our T&D Systems, using the T&D Systems View book (free PDF at http://www.eppic.biz/) we can determine the need for “Process Maturity” and formality and measurement/inspection on a process-by-process basis – as all are not equal in their critical ranking overall due to their impact to the Enterprise – regarding Risks and Rewards.
Where are your critical ISD/T&D/L&D function’s processes? And where would you target improvements at what Investment costs and for what Impact and Financial Returns?
How good are we at being process-focused as well as Learning focused? Do we see Learning as an enabler of process performance and see that that is how it should be primarily measured?
How have we aligned our offerings to the processes of our Customers? How do we frame and capture our views of the processes that need to be performed by our Learners/Performers?
How do we organize our content – or is that too passé in today’s world of Web 2.0? Can we organize it at the “product level” for better access?
Can we organize it at the “product modular/component/object levels” to speed reuse in new development? Can we organize it all to reduce our life cycle costs associated with inventorying it, administration of it, deployment/access of it, and maintenance of it all?
How can we deliberately address our critical PUSH target audiences and yet serve many, but not all, of the needs for less critical PULL target audiences? And increase the R for very little additional I – as in ROI?
How can we avoid the popular fads and separate wheat from chaff? For ROI and good stewardship and all of that?
How should we measure ourselves? And what should we share with our Customers and Stakeholders?
How should we work-with our Customers and Stakeholders to do a better job of meeting their priority needs and staying current with the dynamics of their situational contexts, and be more proactive than reactive? Should it be informal or formal – and then how formal, how structured?
If we were Outside looking Inside- as our Customers and Stakeholders see us – what would we see? What would our assessment be? Is it even important to consider this?
Should we be proactive and show them all how they should see us, measure us and assess us?
Or should we wait and let them each tell us on their own, one at a time?
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