Training Industry Magazine - November/December 2016 - 52

If you're unconvinced that you're moving
toward lean learning, then consider what
learning methodologies and delivery tools
you are currently applying. Chances are
you are increasing learning accessibility
through the organization's technology
infrastructure.
Learning
approaches
such as e-learning, web-based, mobile,
gamification and microlearning are all
examples of learning tools that are lean.
It's not, however, just technology-based
learning approaches. Even traditional
instructor-led learning is evolving toward
what many refer to as blended learning.
It's not about the learning method or type
of tool that determines whether learning
is lean. It's about how you apply and utilize
available resources to deliver and derive
the most learning value. Lean learning is
conceptual and not mutually exclusive
from the overall lean process. Also, don't
look for a lean learning framework or
template because it doesn't exist. Lean
learning environments are unique to each
organization's intent and expectation. How
learning is lean within one organization is
never identical to another.
Fundamentally, developing a lean learning
environment requires you to build a proper
business case. Building an effective business
case encompasses the following criteria:

LEAN THINKING
STRIVES TO
CONTINUOUSLY
IMPROVE
VALUE-FOCUSED
PROCESSES
THAT DRIVE
SUSTAINABLE
RESULTS.
| 52

1) Be Integrative and Seamless

2) Minimize Process Disruption

Effective lean learning professionals never
view their learning efforts as events, but
rather, as a process that occurs naturally and
organically. From this perspective, learning
becomes an integrative component within
a business process.

Lean learning professionals assess two
elements prior to implementing any type
of learning initiative: minimizing business
disruption and employee learning cycle
time. Both correlate closely.

Further, because lean learning professionals
seek out learning opportunities within
processes, they strive for non-intrusive
and seamless learning interactions. In this
way, they are able to leverage employee
expectations and have them become active
learning participants, directly contributing
to their roles.
This has two immediate benefits: 1) L&D
has direct on the job and business impact
(Kirkpatrick Levels 3 & 4) and, 2) Rather
than pushing learning to employees, they
can actively pull required learning when,
where and how they need it.
This integrative approach stimulates a lateral
"learn sharing" culture throughout the
process stream as well as vertically within the
hierarchy, providing business leaders with
real-time insight on the areas to continually
improve. Essentially, it returns to fostering
an organically supportive environment for
each job role and promotes sharing among
various job interactions.

First, business leaders do not like process
disruptions, especially if the activity directly
affects revenue and profit generation.
Leaders refer to disruptions as "downtime"
and it costs the business money, more
precisely, lost revenue and profits.
Even though lean learning professionals
attempt to fully integrate, they recognize
that this isn't realistic. But rather than
convincing leaders to accept downtime by
promising possible unverifiable benefits for
business activities, they develop strategies
that minimize possible work or process
flow disruptions. They seek out downtime
moments within the process flow to
conduct the learning interventions to
reduce business disruption. They capitalize
on business or economic cycle timing and
leverage tools that integrate within the role
of the employees' responsibility.
Second, lean learning professionals focus on
reducing learning cycle time. Their objective
is ensuring that relevant learning occurs,
when and where it's needed and, more
importantly, that employees consistently
apply new knowledge to ensure improving
performance. Lean learning is about the
application of knowledge, not acquisition
(the focus is on Kirkpatrick Level 3, not
Level 2). Again, leaders want to limit
disruptive activities so this is where learning
professionals would apply integrative
learning tools and methodologies.
Today's learning practitioners have access
to a wide variety of learning tools that
facilitate skills application and integrate
well to minimize process disruptions. Many
practitioners implicitly jump to finding
"tools" but lean learning professionals never
put the cart before the horse. It's always
about methodology first, then the tools.
Lean learning professionals work closely
with employees and leaders to directly
map every employee's knowledge



Table of Contents for the Digital Edition of Training Industry Magazine - November/December 2016

Perspectives
Table of Contents
Naked Truth: The Hallmarks of Learning Are Generation Agnostic
The Power of Unconscious Learning
Hidden Biases Hinder Our Success
Three Leadership Lessons
The Impact of New Technology on the Leadership Development Industry
Four Steps, Two Voices: Navigating the Manager-Millennial Relationship
Key Trends for 2017: Innovation in Educational Technology
Treating Our Learners as Customers
If Not Learning Styles, Then What?
PACE: Prescription for an Adaptive Course Environment
Is Microlearning Enough?
Learning Portfolio Transformation
Lean Learning: Why You Need to Cut the Fat to Demonstrate Learning Value
Nestles Journey Toward Leanring Effectiveness
How to Assess for Success in Offshore English Skills
Moving From Events to Journeys to Get Demonstrable Results
Fixing the Leaky Leadership Pipeline
The Three C's: Making Technology Work in Corporate Training
Science Fiction or Reality? Opensesame Explores Virtual Reality with Series B Funding
Company News
What's Online
Training Talk
Training Industry Magazine - November/December 2016 - Intro
Training Industry Magazine - November/December 2016 - Cover1
Training Industry Magazine - November/December 2016 - Cover2
Training Industry Magazine - November/December 2016 - Perspectives
Training Industry Magazine - November/December 2016 - Table of Contents
Training Industry Magazine - November/December 2016 - 5
Training Industry Magazine - November/December 2016 - 6
Training Industry Magazine - November/December 2016 - 7
Training Industry Magazine - November/December 2016 - 8
Training Industry Magazine - November/December 2016 - Naked Truth: The Hallmarks of Learning Are Generation Agnostic
Training Industry Magazine - November/December 2016 - 10
Training Industry Magazine - November/December 2016 - The Power of Unconscious Learning
Training Industry Magazine - November/December 2016 - 12
Training Industry Magazine - November/December 2016 - Hidden Biases Hinder Our Success
Training Industry Magazine - November/December 2016 - 14
Training Industry Magazine - November/December 2016 - Three Leadership Lessons
Training Industry Magazine - November/December 2016 - The Impact of New Technology on the Leadership Development Industry
Training Industry Magazine - November/December 2016 - 17
Training Industry Magazine - November/December 2016 - 18
Training Industry Magazine - November/December 2016 - 19
Training Industry Magazine - November/December 2016 - Four Steps, Two Voices: Navigating the Manager-Millennial Relationship
Training Industry Magazine - November/December 2016 - 21
Training Industry Magazine - November/December 2016 - 22
Training Industry Magazine - November/December 2016 - 23
Training Industry Magazine - November/December 2016 - Key Trends for 2017: Innovation in Educational Technology
Training Industry Magazine - November/December 2016 - 25
Training Industry Magazine - November/December 2016 - 26
Training Industry Magazine - November/December 2016 - 27
Training Industry Magazine - November/December 2016 - 28
Training Industry Magazine - November/December 2016 - 29
Training Industry Magazine - November/December 2016 - Treating Our Learners as Customers
Training Industry Magazine - November/December 2016 - 31
Training Industry Magazine - November/December 2016 - 32
Training Industry Magazine - November/December 2016 - 33
Training Industry Magazine - November/December 2016 - If Not Learning Styles, Then What?
Training Industry Magazine - November/December 2016 - 35
Training Industry Magazine - November/December 2016 - 36
Training Industry Magazine - November/December 2016 - 37
Training Industry Magazine - November/December 2016 - PACE: Prescription for an Adaptive Course Environment
Training Industry Magazine - November/December 2016 - 39
Training Industry Magazine - November/December 2016 - 40
Training Industry Magazine - November/December 2016 - 41
Training Industry Magazine - November/December 2016 - 42
Training Industry Magazine - November/December 2016 - Is Microlearning Enough?
Training Industry Magazine - November/December 2016 - 44
Training Industry Magazine - November/December 2016 - 45
Training Industry Magazine - November/December 2016 - 46
Training Industry Magazine - November/December 2016 - Learning Portfolio Transformation
Training Industry Magazine - November/December 2016 - 48
Training Industry Magazine - November/December 2016 - 49
Training Industry Magazine - November/December 2016 - Lean Learning: Why You Need to Cut the Fat to Demonstrate Learning Value
Training Industry Magazine - November/December 2016 - 51
Training Industry Magazine - November/December 2016 - 52
Training Industry Magazine - November/December 2016 - 53
Training Industry Magazine - November/December 2016 - Nestles Journey Toward Leanring Effectiveness
Training Industry Magazine - November/December 2016 - 55
Training Industry Magazine - November/December 2016 - How to Assess for Success in Offshore English Skills
Training Industry Magazine - November/December 2016 - 57
Training Industry Magazine - November/December 2016 - Moving From Events to Journeys to Get Demonstrable Results
Training Industry Magazine - November/December 2016 - 59
Training Industry Magazine - November/December 2016 - 60
Training Industry Magazine - November/December 2016 - Fixing the Leaky Leadership Pipeline
Training Industry Magazine - November/December 2016 - 62
Training Industry Magazine - November/December 2016 - The Three C's: Making Technology Work in Corporate Training
Training Industry Magazine - November/December 2016 - Science Fiction or Reality? Opensesame Explores Virtual Reality with Series B Funding
Training Industry Magazine - November/December 2016 - Company News
Training Industry Magazine - November/December 2016 - What's Online
Training Industry Magazine - November/December 2016 - Training Talk
Training Industry Magazine - November/December 2016 - Cover4
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