Chief Learning Officer - July 2008 - (Page 8)

TABLE OF CONTENTS JULY 2008 34 Features 46 ON THE WEB The ROI of Reusable Content 42 www.clomedia.com Mark Hellinger As the shift from monolithic training courses to learning at the moment of need continues, training organizations must efﬁciently and cost-effectively meet the customization and performance-support demands of learners. That means designing for reusability. 20 30 A Customer-Driven Approach to Molding Tomorrow’s Leaders Frank R. Lloyd, Ph.D. To cultivate exceptional leaders, CLOs must seek changes in the delivery of executive education and collaborate with academic institutions to develop custom course content that is beneﬁcial to both parties. Birth of a Salesman: Selling Learning to Solve Business Issues Anthony A. D’Agostino and Joseph Daniel McCool Perceptions about the learning function may be learning professionals’ greatest frustration, but changing those perceptions is one of the most promising opportunities for impact. Moving learning to business-partner status requires an investment in yourself. 34 38 Transform Corporate Learning With a User Network Clayton M. Christensen and Michael B. Horn Different people learn in different ways. One of the best ways to accommodate the myriad learning styles is through a user network, in which participants create and consume content. Lessons From the Feds: Mapping Learning to Strategic Initiatives Shelly Heiden Workforce challenges are especially acute in the U.S. federal government, in which many employees are expected to retire in less than a decade. To address this pending shortage, federal organizations are integrating learning with other parts of the talent suite. Where Have All the LMS Vendors Gone? Paul Somerville Today, most learning and development professionals would correctly guess that there are less than a dozen major LMS vendors. But even those vendors seem to be disappearing. And consolidation is not the cause. 42 46 Synchronous and Asynchronous: What’s in a Name? Adam Nelson The evolution of the learning environment calls into question the traditional meanings of synchronous and asynchronous learning and requires learning leaders to reconsider their design strategies. The Manager’s Responsibility for Employee Learning Jeffrey Berk To have a lasting effect on employees, learning programs must receive buy-in and support from an organization’s managers. It’s up to the learning function to make sure management professionals understand their critical role in employee development. 8 Chief Learning Ofﬁcer • July 2008 • www.clomedia.com http://www.clomedia.com http://www.clomedia.com

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Chief Learning Officer - July 2008 Contents Imperatives Selling Up, Selling Down Strategies Take Five A Customer-Driven Approach to Molding Tomorrow’s Leaders The Home Depot: Accelerated Leadership CLO Profile Birth of a Salesman: Selling Learning to Solve Business Issues Selling Learning’s Potential at Siemens Transform Corporate Learning With a User Network Wiki Training Increases Productivity for RMC Vanguard Mortgage Lessons From the Feds: Mapping Learning to Strategic Initiatives Department of Labor Centralizes Content Synchronous and Asynchronous: What’s in a Name? Coping With Cultural Barriers to E-Learning The Manager’s Responsibility for Employee Learning Case Study Business Intelligence In Conclusion

Chief Learning Officer - July 2008

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