Organisations need to take Transformation One Step at a Time
In order to achieve true and lasting transformation, organisations need to take it one step, one stage at a time, says Piers Lea, chief strategy officer at LEO and Learning Technologies Group. It’s also what the ‘The Transformation Curve’, says when it outlines the four stages of maturity – Optimising Training, Taking Control, Letting Go and Sharing Responsibility.
“You need to start by taking baby steps and monitor where you are,” says Piers. “The idea that businesses can make step by step progress is key. You document where you want to get to, take small steps and track progress. That needs to be deeply embedded in the strategy.”
Why does Piers think it is so important to take small steps and keep tracking progress? Because he says that otherwise, transformation isn’t strategic, it isn’t embedded in the organisation and will be transitory. “The world is littered with people who went straight to something and didn’t embed it properly and so it hasn’t held. In the history of the application of learning tech in big organisations there can be corporate amnesia. Organisations implement great stuff and it wins awards but you go back five years later and chances are they are not still doing that great thing and chances are they are not building on it either. Things literally disappears and was just a flash in the pan.”
That’s not to say that organisations can’t take huge leaps sometimes and make incredible progress, but it needs to be part of an overall strategy that is clearly mapped out and tracked. As Piers says, transformation involves substantial change management and “you can’t do that instantly.”
Transformation is also not something that is done to people or organisations. It is something that an entire organisation needs to be bought into. It’s all very well having a visionary CEO or L&D director who has some great ideas to drive the business forward and implements those ideas to great success initially, but if it’s not a vision that the entire organisation is bought into, then the successes will fade. “You have to bring everyone and everything along with you – people, culture, technology, content etc.
To do that, Piers says L&D and business leaders need to be working closely together. The L&D strategy needs to be integral to the business strategy and the business strategy needs to be integral to the L&D one. “It’s about getting the process of learning into the DNA of the business.”
Piers thinks organisations need to start treating learning as a business process. Learning needs to be aligned to the corporate strategy and it needs to be tracked and reported on, just like other business processes. Alignment and constant tracking are essential, he says. “Alignment is key. Often, people align at the beginning of the process but lose the connection somewhere along the way, for all sorts of reasons.”
If L&D can track what it’s doing, measure its impact on the business and identify patterns, that’s when organisations can enjoy real change. As Piers points out, Towards Maturity is a great example of an organisation that has really delved into its data and unearthed some very insightful results. “You measure, and you adjust, measure and adjust. You look for patterns which you wouldn’t otherwise have seen. Data is of huge importance”
Download the full Transformation Curve report here.
Compare your L&D strategy with the Towards Maturity Learning Health Check
Compare your L&D strategy
Review your L&D strategy to discover your strengths and opportunities for improvement with the Towards Maturity Learning Health Check.
Towards Maturity Learning Health Check season extended to Monday 16 September. Early 2019 results highlight that only 7% of L&D leaders report that their organisation encourages and provides time for reflection*
By popular demand, the 2019 Learning Health Check season has now been extended until Monday 16th September. There is still enough time to complete your review and revisiting regularly can also help learning professionals to measure progress year on year, highlight areas where improvement is needed and provide evidence to build a business case for change.
When it comes to organisational culture, performance and learning, blind spots (or as they are often referred to ‘not seeing the light’) are usually found at the root of most of our problems with work today. These problems shape our day to day conversations, thinking, mood, judgement, decisions-making, or fundamental lack of them. These issues can make or break your workplace experience.
With 56% of organisations reporting that a lack of learner engagement is hindering the success of compliance within the business, it is clear that something needs to be done to highlight the value of these programmes to learners in order for them to engage with the content and retain the information.
In Deloitte’s 2019 Global Human Capital Trends report, their top-rated trend for 2019 is the need to improve Learning and Development (L&D). 86% of respondents to their global survey rated this issue important or very important, with only 10% of respondents feeling “very ready” to address it.
The UK’s most comprehensive learning event takes place on 15 and 16 October at Birmingham’s NEC.
Our Supporters also influence Towards Maturity's Health Check and research, providing insights on future trends and practices that should be investigated.