When Formal Governance & Advisory Systems Are Appropriate – As They Aren’t Always Appropriate

Reading the Posts coming from Training this morning (playing catch up) – especially the one here about Farmers – Training’s #1 in their top 125 – I found another example of where Formal trumps Informal in the Learning domain. It’s in what I call – and my book T&D Systems View calls – the “Governance & Advisory System” – covered last week in this Blog Post.

The Governance & Advisory System is a collection of Processes – each with its own Outputs and Task-sets – needing Environmental assets and People assets to accomplish. It’s is so very important that I placed it at 12 O’Clock high in my clockface model.


The level of formality needed in such as system is a reflection of the complexity and criticality of said system’s CONTEXT. The bigger your Enterprise, the more diverse in terms of Target Audiences, the more critical the Performers’ performance – the more Formality would be appropriate. As always – it depends.

A formal system might look on paper/screen like this:

The purpose of my book T&D Systems View – intended for an Enterprise Learning Context and not for Educational or Personal Learning Contexts – is to provide a template of a process-centric view of a T&D or L&D or KM function. Not to insure that you formalize each and every of the 47 Processes of the model – but to first assess which ones might need to be more formal, more process-oriented, than others. Not everything needs to be addressed from it’s current as-is state.

It is an approach to “Learning By Design – Versus – Learning By Chance.”

You want your T&D leaders to be thinking this way if they were investing your shareholder equity in Learning.

The book was intended as both a diagnostic tool – and a design tool – and has both a quick assessment tool and a more extensive tool for you and your team – perhaps including your key customers and stakeholders – in making the assessment and spec’ing out the changes needed.

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