Laura Overton on Planning for success (e-learning) | www.brightwave.co.uk
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Laura Overton's slides from Brightwave and Sky's 'Time to make a difference - e-learning strategies to support business' event. Originally held on 23rd June 2011. See more slides and download the event review here: http://www.brightwave.co.uk/events/time-to-make-a-difference-e-learning-strategies-to-support-business-event
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Laura Overton on Planning for success (e-learning) | www.brightwave.co.uk
- 2. Planning for Success Time to take action Laura Overton Laura@towardsmaturity org lauraoverton
- 3. Maturity Characteristics Vegetable garden of La Manoir de quatre saison
- 5. Benchmarking good practice What could you do differently?
- 6. What could you do differently? Workstream Activity Area Group average % group above average % group top Q Defining need Strategic Alignment 4.67 32% 0% Business Alignment 5.01 32% 11% Learner context Learner Choices 5.28 26% 26% Learner Motivation 3.66 11% 5% Work Context IT Relationships 4.75 5% 0% Technical Environment 4.89 21% 5% Managerial Support 4.40 11% 11% Group ABOVE AVERAGE BELOW AVERAGE WELL BELOW AVERAGE
- 7. Benchmarking good practice What could you do differently?
- 8. What will make a difference? Workstream Activity Area Group average % group above average % group top Q Building capability Building L&D skills 5.36 11% 16% Designing Learning 4.67 26% 0% Assessing achievement 4.84 37% 26% Supporting Learners 3.86 0% 5% Facilitating Collaboration 2.92 5% 5% Group ABOVE AVERAGE BELOW AVERAGE WELL BELOW AVERAGE
- 9. What could you do differently?
- 10. What could you do differently? Workstream Activity Area Group average % group above average % group top Q Ensuring Engagement Managing Change 4.60 16% 26% Empowering Learners 4.71 26% 0% Engaging Trainers 4.77 11% 16% Involving Leaders 4.24 21% 26% Demonstrating value Gathering Feedback 4.17 16% 5% Measuring Effectiveness 3.89 32% 21% Communicating Benefits 4.54 42% 21% Group ABOVE AVERAGE BELOW AVERAGE WELL BELOW AVERAGE
- 11. ‘ Without a good gardener, a garden will just disappear ’ Quote arabella Lennox Boyd , garden designer
Editor's Notes
- © Copyright Towards Maturity 2010 All rights reserved. No part of this material protected by this copyright may be reproduced or utilised in any form, or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without prior authorisation.
- What are the Characteristics of maturity? Established Flourishing Growing Fruitful Adaptable This is the vegetable garden of La Manoir de quatre saison in Oxfordshire. Mature garden established to support the business – created with intention , there has been an investment in this landscape to make it mature Maturity Technology – driving results, embedded, making a difference, acceptance, trying new things & they make a difference, not set in ways, dynamic but driving the overall vision of the business
- Investing in maturity Over the years the benchmark study has identified 6 work-steams that consistently correlate back to delivering business impact and staff impact for organisations. 1200 organisations have now been through the TM benchmark from across the private, public and not for profit sectors and we have found that the work streams influence results regardless of sector. In 2010 we have used organisation’s feedback on where they stand against previously identified best practice to compile a new Towards Maturity Indicator – a single benchmark figure which gives a measure of an organisation’s implementation performance against the 6 implementation workstreams. The Towards Maturity Indicator gives a composite index measure on a scale of 1-100 to provide a single measure to benchmark your organisations implementation maturity. The new TM indicator allows us to compare the results and behavior of those in the top quartile of best practice with the averages across the sample to understand how implementation behavior influences results. So do these practices deliver? Some are more successful than others because they do more of these things!
- Investing in maturity Over the years the benchmark study has identified 6 work-steams that consistently correlate back to delivering business impact and staff impact for organisations. 1200 organisations have now been through the TM benchmark from across the private, public and not for profit sectors and we have found that the work streams influence results regardless of sector. In 2010 we have used organisation’s feedback on where they stand against previously identified best practice to compile a new Towards Maturity Indicator – a single benchmark figure which gives a measure of an organisation’s implementation performance against the 6 implementation workstreams. The Towards Maturity Indicator gives a composite index measure on a scale of 1-100 to provide a single measure to benchmark your organisations implementation maturity. The new TM indicator allows us to compare the results and behavior of those in the top quartile of best practice with the averages across the sample to understand how implementation behavior influences results. So do these practices deliver? Some are more successful than others because they do more of these things!
- Investing in maturity Over the years the benchmark study has identified 6 work-steams that consistently correlate back to delivering business impact and staff impact for organisations. 1200 organisations have now been through the TM benchmark from across the private, public and not for profit sectors and we have found that the work streams influence results regardless of sector. In 2010 we have used organisation’s feedback on where they stand against previously identified best practice to compile a new Towards Maturity Indicator – a single benchmark figure which gives a measure of an organisation’s implementation performance against the 6 implementation workstreams. The Towards Maturity Indicator gives a composite index measure on a scale of 1-100 to provide a single measure to benchmark your organisations implementation maturity. The new TM indicator allows us to compare the results and behavior of those in the top quartile of best practice with the averages across the sample to understand how implementation behavior influences results. So do these practices deliver? Some are more successful than others because they do more of these things!
- Investing in maturity Over the years the benchmark study has identified 6 work-steams that consistently correlate back to delivering business impact and staff impact for organisations. 1200 organisations have now been through the TM benchmark from across the private, public and not for profit sectors and we have found that the work streams influence results regardless of sector. In 2010 we have used organisation’s feedback on where they stand against previously identified best practice to compile a new Towards Maturity Indicator – a single benchmark figure which gives a measure of an organisation’s implementation performance against the 6 implementation workstreams. The Towards Maturity Indicator gives a composite index measure on a scale of 1-100 to provide a single measure to benchmark your organisations implementation maturity. The new TM indicator allows us to compare the results and behavior of those in the top quartile of best practice with the averages across the sample to understand how implementation behavior influences results. So do these practices deliver? Some are more successful than others because they do more of these things!