Getting aligned – if not already so.
This is another one of those things you might start doing late, because late is still better than never at all. But ideally you should have had this addressed during the good times so that when the bad times came you were prepared – and aligned. Already so.
“Aligned to what?” You Say
Getting aligned to your internal/external customers and their current and future needs, their strategies and their tactics. Do you know what they are so you can help them see what your support might mean in terms of hours, schedules and costs?
“Aligning what?” You Say
Aligning the systems/processes of your Enterprise, Functions and Departments to those customers’ strategies and tactics for today and preparing for any changes needed in your deliverables for your customers in the near-term future.
Running Training Like A Business requires having a business model about your primary deliverables and the processes that enable that directly or indirectly.
There’s more than one way to do that of course, and I have mine. “Adopt” or “Adapt” As Needed for your situation/context! One size never fits all!
Here is my T&D Systems View Model with Call-Outs for the 12 Systems in my Systems View.
Key to everything is being aligned. With little variance. To the needs and desires of your Stakeholders.
Every context is different – but I think one of your first decisions has to do with how Formal to make this alignment – or how Informal.
Your choice may be a “cultural fit” or a “cultural misfit” – and you may have your very good reasons for going counter-cultural – or not. But how to succeed at it!?!
I would say – put your system/ your people/ your leadership in the hands of your Customers and Stakeholders – and facilitate them in deciding what’s OK and what’s Not OK. And where the priorities of needs and resources meet and end. And in some contexts – smaller contexts, less complicated contexts – being Informal about this is do-able. And in other complex contexts Formal would be preferable.
And where Formal is deemed most appropriate, then establishing a formal “Governance & Advisory System” (by any name you like) is the way to empower your Customers and Key Stakeholders to direct and resource you, and redirect/re-resource you as appropriate to your larger context.
You are their servant. So serve them. Help them decide how to steer your ship – or at least direct you regarding “where to?”
In a complex situation I would try to set up a very Formal System so I could get better aligned, perfectly aligned, to the Voice of My Customers and My Stakeholders. Especially when complex. Especially when there are conflicts and some requirements/desires are “in conflict” with one another. How to make that happen both quickly and colaboratively – as it’s most often best when those mechanisms are already in place when the need arises – and don’t have to be done on the fly.
Especially for complex situations with high Risk and high Reward potential. Espedcially then.
It just might provide you with a starting template for defining your systems and processes and the enablers you need to serve your customers and stakeholders to the best of your resources – so that you can self-assess and self-direct your own improvements.
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