The in-person CLN Academy: Running Learning Like a Business program commences with a warm welcome. During this session, participants will be introduced to the fundamental principles of the certificate program, which focuses on how to become recognized as a Strategic Learning Partner to your business, rather than mostly an “order taker,” training department, or skill builder. We begin with:

• Introductions 
• Overview of the program
• Establishing a clear understanding of what it means to run learning like a business

The starting point to run learning like a business is to adopt a business mindset. The most impactful learning programs begin with a proactive focus on the business goals of the organization. This is the strategic alignment process which is crucial to identify the highest-priority needs and programs. Participants will learn:

• How to achieve strategic alignment with the business 
• How to identify the top three goals of their CEO and assess how well Learning supports those goals 
• How to improve needs analysis and performance consulting 
• How to use the portfolio model to ensure a balanced mix of learning programs 
• How to clarify the different roles of the goal owner and the learning department

Once the right learning programs have been identified in conjunction with the goal owner, agreement must be reached on a measure of success and what it will take to deliver the planned outcomes. This entails business discussions with the goal owner and agreement not only on targets and plans for key measures but also on roles and responsibilities, including the all-important issue of application and reinforcement. Topics include: 

• Designing the end-to-end learning process 
• Reaching agreement with the goal owner on key parameters for the program 
• Defining the roles and responsibilities for each party to ensure successful implementation 
• Leveraging a combination of different modalities 
• Building in reinforcement to ensure long-term retention and application of acquired knowledge and skills 

After the learning programs have been created, attention turns to executing and managing the program, including the measurement and change management required for success. Good execution also requires accountability in order to deliver on plan. Topics include:

• Managing and leading change 
• Measurement and evaluation 
• Joint accountability of the goal owner and L&D department to achieve business goals through learning initiatives

Join us for an informal social hour, where you will have the opportunity to connect with the facilitators of the CLN Academy and network with fellow participants.