Being Aligned Is Important
Alignment to What?
To the priority needs of the Enterprise.
Your current efforts, your Strategies, your Tactics, your Measures and your Improvements.
I organized my model using two views – both using my L-C-S – Leadership-Core-Support framework.
Here is the non-Clockface view:
Back to the Clockface View.
This is the place to start – right now. Formally is your stakeholders are complex. Less formally if not so complex.
As always – It depends.
Is your L&D Strategic Plan aligned to those of your Stakeholders?
Is your current Operations Plan and Budget aligned to your Strategic and Operational Plans of your Stakeholders?
Is your Measurement Plan aligned to your Strategic and Operational Plans of your Stakeholders?
Are your own internal Improvements Plans and activities aligned to help you meet and enable the Strategic and Operational Plans of your Stakeholders?
An Overview of the T&D Systems View Model
It is complex. But here is a relatively simple view.
Past Posts on the Leadership Areas of Performance of the Model
Part 1: 12 O’clock: The T&D Governance & Advisory System – January 2015
Part 2: 1 O’clock: The T&D Strategic Planning System – February 2015
All Covered in My 2001 Book
Assessment Tool – Right Out Of The Book
Here is a 31 page PDF to conduct a fairly quick assessment of the current state adequacy of those 47 processes:
Book Review From 2001
T&D Systems View – ISPI – 2000 – 46 page PDF – from the 2000 ISPI Conference – covers the T&D Systems View from Guy’s eventual 2001 book of the same name.
TDSV – ISPI Fall Conference – 2004 – 84 page PDF – covers assessing the T&D System to identify targets with worthy ROI potential.
5 Day Workshop Presentation
TDSV Assessment – 5 Day WS – 2007 – 372 page PDF – created for a 5 day workshop in Russia that never happened. Originally an aggressive/fast-paced 3-day workshop – it was extended due to anticipated language/communications issues.
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