Chief Learning Officer - June 2008 - (Page 47) work to develop initiatives that are imperative to their day-to-day operations. “The people in my team have a deep knowledge in certain aspects of the training process and so they [the lines of business] would come to us for expertise, but we learn from them all the time about what’s really working out there in the business,” White said. “We need to be that bridge between the academics of training and the practicality of the business.” A federated learning strategy, as is true with any methodology, can never be perfect. With more decentralization comes the possibility of duplication. “We have a good working relationship with everybody, but there are times [when] it’s hard to know that you’re capturing all the synergies,” White said. “We try to, but there is the odd time [when] there can be some duplication.” To avert replication, each learning unit creates a yearly strategy based on its needs. Then the central office and the individual learning units meet to share those strategies. “That’s where a lot of this will come out,” White said. “It’ll come up that two business units [are] working on a financial statement-analysis course, for example, so it makes sense for them to work on it together.” To Decentralize or Not Utica National Insurance Group, which offers a Chief Learning Officer • June 2008 • www.clomedia.com 47 http://www.clomedia.com
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