The complete Corporate Learning Disrupted experience includes 9 courses, packed with over 250 lessons, 100s strategies to disrupt, 18 user-generated lessons, 25 external insights, reverse virtual classrooms, one-on-one coaching and quarterly meet-ups in Zürich, Switzerland. These courses reflect the end-to-end process from building the business case to successfully implementing the new vision.
1. The Need for Disrupting Corporate Learning
Why does corporate learning need to change? Aren't they doing just fine? Well, actually no, they generally are not. C-Suite executives find it hard to build the bridge to Corporate L&D and make them drive more business impact. Significant external forces push the C-Suite that recruitment can't handle on its own anymore. In this module, we dive deeper into the mechanics at play and the competitive advantages corporate learning can bring.
2. Driving Business Value - the new L&D Vision
Imagine that L&D is a for-profit operating company inside your company. What would that imply? That is what the new vision of L&D is about: how can corporate learning drive business impact? To do so, it needs to start operating as a company itself. In this module, we look at how corporate learning can reposition itself inside an organisation. How L&D can create value for an organisation is also changing, and that requires transforming the approach of today. But to drive all of this change, you need a mobiliser inside your organisation. How can you find someone like that and empower them to drive change?
3. Co-Creating the new L&D Vision
Driving significant change inside an organisation requires buy-in. Getting there means that you have to be able to speak at eye-level with critical decision-makers about the business issues they face. Not only the long-term strategy but even more what their daily operational struggles are. Learning inside an organisation is a cultural question above all else. You need to work with the people and get them to take ownership of driving that change. In that process, it is essential to understand why you are changing what, who is going to be the beneficiary and how can you make that transformation go as smooth as possible. With a co-creation approach, you are taking the first step in achieving that.
4. Selling the new L&D Vision
No pain, no sale. When you don't understand the business pain of your key decision-makers, it is impossible to get budget and resources for your new L&D vision. In this module, you will learn how to understand the drivers of your stakeholders and pitch to them in a way that resonates. Then, it is about starting to build your new L&D brand as part of the change program.
5. Transforming the L&D Mindset
To disrupt corporate learning, we need to transform the way we think as L&D professionals. The old beliefs need to make space for the new if we want to have a chance to align business and corporate learning. In this module, we ask the tough questions we need to be asking ourselves before we can start to create the future.
6. Co-Creating the new L&D Operating Model
The most challenging module is before you: here, we get down into turning that high-level vision into something concrete. Co-creation is at the core of all activities. We are looking at creating learning architectures, learning experiences and analytics, for example. But also, how do you ensure engagement, excellent content quality and business impact. Finally, we look at what roles a new L&D team needs to enable this new operating model.
7. Transforming the L&D Team
Transforming the organisation starts with transforming the L&D Team. Leadership, Skills and Team Culture are addressed in this module, where we look at what typical changes you need to make to drive a new L&D vision that impacts business success.
8. Successfully Implementing the new L&D Vision
Driving a successful execution of a grand vision is often the hardest part. In this module, we look at how to prepare the organisation for the new L&D vision. What do you need to do to empower them to accept this? But also, how can you create a pull-effect so that the organisation organically agrees with that new idea? As a final chapter, we look at what concrete steps you can take to achieve success.
9. Enabling a Sustainable Learning Culture
About a year after having implemented a new approach to corporate learning, you want to make sure that this movement keeps going upward and onward. Through establishing 4-way accountability, for example, where the organisation, the C-Suite, management and employees are all being held accountable for driving a learning culture. In this module, we look at what you can do to make your corporate learning disruption a sustainable change in your organisation.