T&D Systems View – An Arbitrary Model for Picturing a T&D/ Learning/ KM Organization’s Processes

There are12 “arbitrary” Systems of Training & Development/ Learning/ Knowledge Management – from my book: T&D Systems View (2001) and available here as a free PDF.

It is also available via Amazon.com as a hardback book and as a Kindle.

The 12 are arbitrary because I could have configured the 12 into 10 or 14, etc. I use the clockface so that I can do things like this on the client’s/ organization’s whiteboard or flip chart pages…to make the interactions between the components of a system “more visible” to all of the stakeholders of that system…

That graphic lets us discuss – and look at “visibly” – the interactions – in the white space” if you will – between processes, sub-systems, systems and departmental bundles of systems.

The clockface graphic converts the L-C-S Model…

The L-C-S model is a component of the Management AoPs (Areas of Performance) model…

…and the EPPA – Enterprise Process Performance Architecture – model in the top left-corner of the next graphic…

That top corner – close up…within the context of the top row…

The key thing is that we can organize our views of Processes – into something holistic and consistent – finding “the same” or “common” processes – with their common enabling knowledge, skills and Competencies – and finding “the unique” Processes too.

Then we can map/define the processes for continuous or discontinuous improvement purposes – and/or to determine the enablers required of the Process/Processes.

And then we can assess their current and future adequacy – and take reactive or proactive action to address the priority needs – and let others go – if resources are constrained. And when are they not?

My book:


T&D Systems View – Early Reviewer Book Quotes from 2001


“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 Nicks – Director, 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

“Guy Wallace has done it again! After demystifying the ISD process in his lean-ISDSM 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

“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.

 “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.”

—John Swinney – Bandag, Inc.

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