Chief Learning Officer - October 2007 - (Page 46)

tactics The Business Impact of Learning 7:30AM Registration Opens & Continental Breakfast 8:15AM Interactive Panel Discussion Moderated by a local CLO. In 2007, Chief Learning Officer magazine’s Breakfast Club series offers an opportunity for executives in your area to discuss the issues that drive the business impact of enterprise education. Moderated by local learning leaders, these interactive forums focus on sharing best practices, analyzing the strategic alignment of business goals and workforce education. Lively discussion topics will focus on: • The training/learning myth – being strategically clear on why we’re here • The need for speed – accelerating content creation and delivery without sacrificing quality • The vocabulary of influence – convincing senior management to invest in learning • The perfect blend – mixing the right methods and technologies for your organization • The pressure to measure – designing metrics that deliver relevant data • The CLO’s seat at the table – linking learning strategy with business strategy Figure 3: Communities of Practice Knowledge Effectiveness Scale Knowledge effectiveness scale 1 = Not Effective Community of Practice Level Sharing 1–5 Retention 1–5 5 = Very Effective Sustaining 1–5 Proactive 1–5 Characteristics 1. Informal 10:00AM Q & A 11:00AM Close Stay for networking and refreshments Registration is limited and will fill quickly! Advanced Registration is $39.95. On-site registration is $44.95. • Ad hoc • No structure • No sustainable memory • Driven by individuals 2. • Periodic meetings Semi• Basic structure Structured • No formalized memory process • Individual or group driven 3. • Frequent meetings Formal • Formal structure • Processes developed • Memory is static • Group/organization driven 4. • Planned and frequent Established meetings • Formal structure • Process driven • Memory is dynamic • Knowledge is shared • Group/organization driven 5. • Continuous Integrated engagement • Formal structure • Process driven • Dynamic memory • CoP is part of BPs • Engagement of key constituents 2 1 1 1 2 2 1 2 3 3 2 3 4 4 4 4 5 5 5 5 www.cloevents.com/ bcregistration Join us for this unique forum. Take advantage of the opportunity to meet other learning leaders in your area while benchmarking your initiatives and discovering new ways to reach your organizations’ learners. ATLANTA Grand Hyatt Buckhead Thursday, September 6 obvious: The area has many aerospace and defense companies. The need is not as obvious, however — although there are still a number of large aerospace and defense companies in the region, there are even more small businesses that do not have the learning and development resources the big guys have. What’s happening there is that professionals from big and small companies are organizing themselves as a community of practice to provide low-cost learning, mentoring and open discussion opportunities. This interaction is a win-win situation for all involved as supplier chains are crisscrossed and intertwined throughout the region. In this case, both explicit and tacit knowledge are being shared, and professional development is occurring. The retention thereof, however, is still to be developed. On the higher end of the capability scale, integrated product management teams (IPMTs) provide structure and action as a community of practice. An IPMT is a group of professionals who represent various functional disciplines whose common interest is a product, service or process. What IPMTs bring to the game is a holistic perspective of what’s going on. In a manufacturing example, an IPMT will have representatives from engineering, manufacturing, quality, procurement and critical suppliers. A service example might have representatives from sales, operations and customer support. In a hospital environment, we might see an IPMT with representatives from the emergency room, administration, kitchen services, nursing, surgical staff and facilities. Regardless of the setting, the objective is the same: Bring value to the customer while improving business processes. In doing so, waste is minimized by bringing the perspectives of the entire value stream to a community process of knowledge sharing. Processes that facilitate structured knowledge sharing ensure the white space between process owners is not missed. And when the community formalizes its BOSTON Hyatt Regency Harborside Thursday, September 20 NEW YORK CITY Marriott Marquis Times Square Thursday, October 18 SAN FRANCISCO Grand Hyatt San Francisco Thursday, October 25 http://www.cloevents.com/bcregistration

Table of Contents Feed for the Digital Edition of Chief Learning Officer - October 2007

Editor's Letter Table of Contents Letters to the Editor Taking the Lead Trends Best Practices Effectiveness Guest Editorial Elements of Social Media Arrive on the Learning Scene Trend Micro: Making Learning More Modular CLO Profile Learning’s Role in Talent Management INTTRA: Using Global Learning to Better Enable Talent Management Operationalizing Communities of Practice U.S. Army: Sharing Lessons from the Field Looking Back, Moving Forward Leveraging Business Data to Develop Strategic Learning Solutions Chrysler LLC: Metrics, Score Cards and Automobiles Advertisers' Index Editorial Resources Connecting the Dots: Recognizing Talent Development Differences at Nonprofits Nonprofits in Health Care: Learning at ENH Case Study Business Intelligence Case Study In Conclusion

Chief Learning Officer - October 2007

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