It’s An Old Joke
That just gets sadder as time goes by.
One of our biggest “opportunities” is getting aligned with the leadership of our Enterprises.
We Are Too Often Out of Sync With Leadership
So who do we credit/blame for that?
Leadership of the Enterprise? Or Leadership of T&D/L&D?
Regardless of Credit/Blame
Here’s what I think T&D/L&D Leadership needs to do … in this short video – 2:19:
T&D Systems View – My Book From 2001
The specifics of technology may have changed greatly since 2001 – but not the process framework I share in this book IMO. Here are the 12 sub-systems that frame 47 Processes…
Click on image above for the free 403 page PDF.
For information about the $15 Paperback book, or the Kindle for $7.50 – please go – here.
T&D Systems View Early Reviewer Book Quotes from 2001
“Guy Wallace has done it again! After demystifying the ISD process in his lean-ISD 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.
“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
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