Running learning like a business helps to be goal focused and run effectively and efficiently—which in turn, increases the comfort level of the CEO in providing additional resources. L&D typically has not been run like a business which is a primary reason senior leaders often lack confidence in it and scrutinize it more closely than other departments. In this program, we will explore what it means to run L&D like a business with guidance for both small and large organizations.
RSVP Required: Ranya Verson. Ranya@verson.info
Learn the key steps to run learning like a business.Explore the process of alignment, disciplined goal setting, and reaching agreement on mutual roles and responsibilities.Learn about the three types of measures and three types of reports needed to run learning like a business.Explore how to manage with business discipline and provide senior leaders and program managers with the information they need.Increase your business acumen and your confidence to measure, report and manage.
David Vance is Executive Director of the Center for Talent Reporting and co-author of the Talent Development Reporting Principles (TDRp). He is the former President of Caterpillar University, which he founded in 2001, and author of The Business of Learning: How to Manage Corporate Training to Improve Your Bottom Line.Dave was named 2006 Chief Learning Officer (CLO) of the Year by Chief Learning Officer magazine. Caterpillar was ranked #1 in the 2005 ATD BEST awards and named Corporate University of the Year in 2004. Prior to leading Cat U, he was Chief Economist and Head of the Business Intelligence Group at Caterpillar. Dave teaches in the human capital development Ph.D. programs at Bellevue University and the University of Southern Mississippi. He has a Master of Science Degree in business administration from Indiana University (South Bend) and a Ph.D. in economics from the University of Notre Dame.
