1. Centralized vs. Decentralized: Pros, Cons & Best Practices: Session 303 October 25, 2010

2. Centralized vs. Decentralized: Pros, Cons & Best Practices

3. Organizational Learning Activities
Content
Design & Development
Classrooms
Custom
Content Development
eLearning
Supplier
Contracts
Management
Distribution
Enrollment
Content
Acquisition
Logistics & Scheduling
- Students, Materials, Facilities and Instructors
Training Admin.
Financial
Transactions
Learning Needs Analysis
Account and Program Management
LMS
Admin.
Reporting
Learning
Evaluation
Capacity
Planning
Communications
Certification
Instructors
Learning
Content
Management
Curriculum
Strategy & Design
Content Hosting

4. Learning Governance Models
Decentralized
Business units (BU) own and operate independent learning teams
Each learning team manages their own budgets, metrics, resources, learning systems and 3rd party vendors
Increases organizational redundancy / Decreases bureaucracy
Federated
Centralized learning organization develops enterprise programs, sets standards, and manages enterprise learning systems
Business Units responsible for local learning strategy alignment / development as well as learning delivery for BU specific functional learning
Centralized
Control over all aspects of Learning through a single centralized learning organization reporting to CLO
Accountability for enterprise-wide budget, metrics, resources, systems and 3rd party vendors
Reduces redundancy / Increases bureaucracy

5. What learning governance model do you have?
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6. Centralized Learning Governance: Pros / Cons
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7. Decentralized Learning Governance: Pros / Cons
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8. Centralized vs. Decentralized (Distributed)
Bersin: The High-Impact Learning Organization - WhatWorks® in the Management, Governance and Operations of Modern Corporate Training

9. Centralization vs. Decentralization: Business Drivers
Cost
Efficiency
Consistency
Governance
Common User Experience

10. 2008 Learning Governance Survey – Key Findings
86% of organizations do not have an enterprise-wide plan for learning that spans the organization
More than two-thirds (69%) say that learning roles and responsibilities are not optimally aligned across the organization (suggesting improvements needed)
89% report low to moderate consensus on how to evaluate the learning function
70% of respondents indicated having established a ‘shared services’ role for learning in their organization (underscoring this capability as an emerging ‘best practice’)

11. Federated Model: Example

12. Federated Structure

13. Learning Governance Implementation Model
Assess
Design
Develop
Change / Implement
Evaluate
Assess
Design
Develop
Change/
Implement
Evaluate

14. Assess
Identify the key stakeholders who represent learning, business lines, etc.
Assess current training needs, practices and business drivers
Assess overall learning infrastructure and services (programs, systems, headcount, vendors, etc.)
Assess effectiveness of current Learning Governance Model
Identify organizational redundancies, efficiency and cost savings opportunities
Create Business Case

15. Design Learning Services Organization
Determine future state Governance Model
Align “centralized” Learning Services against Governance model; account for localization requirements
Design Learning Services Organization
Portfolio Tracking and Management
Operational Excellence
Financial Stewardship
Service Quality
Variable Workforce
Identify opportunities to partner with 3rd party providers for selected services

16. Develop
Facilitate the process of getting key stakeholders to buy-in to a strategic vision for learning services
Develop a Learning Services organization that is aligned with strategic vision
Develop processes to optimize investment and re-use of training assets and resources across the enterprise
Establish guidelines and standards for the tracking and measurement of training activity, spend, resource and vendor utilization, content re-use, and effectiveness
Develop processes and tools that generate transparency of training offerings, participation, roles, costs, and results
Create vendor strategy, processes, rationalization
Establish management and maintenance processes
Create evaluation, feedback and effectiveness measures
Create an change management / implementation strategy for the Learning Services organization

17. Implement Create broad stakeholder buy-in Train and implement
Highlight successes and mitigate challenges
Communicate

18. Evaluate
Dashboards

19. Questions

20. Contact Information
Peter Jones
@pjones_TRNDIR (Twitter)

21. Shared Learning Services: What is it?
A structure and governance model for coordinating, managing, delivering and measuring an organization’s core learning services
Shifts common activities from individual business units to a centralized operation to reduce costs and improve service quality
Improves overall efficiency and control while giving every business unit access to functionally deep and talented resources

22. Shared Learning Services
Shifts common activities from individual business units to a centralized operation to reduce costs and improve service quality
Improves overall efficiency and control while giving every business unit access to functionally deep and talented resources
Learning Strategy
Business Goal Alignment
Performance Consultation
Needs Analysis
Job/Competency Models
Curriculum Planning
Learning Project Mgmt.
Learning Content Design and Development
ISD / Story Board Creation
Authoring / Assessment
Enterprise Content Library Management / Integration
Vendor Management
Learning Administration / Operations
Registration Services
Class Optimization, & Reporting
Classroom Management
Financial Management
Vendor Management
Learning Technologies
LMS
LCMS
Virtual Classroom
Pod/Video Casts
Social Learning Tools
Vendor Management
Learning Delivery
Facilitation
Program Evaluation
Surveys