Focus Magazine - Summer 2016 - (Page 32)

FEATURESTORY Creating the Next Generation of Life Sciences Learning ■ By Rich Mesch A nybody who has been in the life sciences learning space for any length of time has seen a lot of change. Constant whitewater, a perpetual need for change, is here to stay. Life sciences learning organizations need to be more flexible than ever. Whether it's new products, new competitors, disruptive technology, marketplace shis, or a changing regulatory environment, many life sciences businesses are in a state of constant change and learning organizations need to be prepared to change with them. at means reevaluating the strategic priorities, the resourcing and the processes of your learning organization. Here are a few of the ways that "Next Generation" (or "NextGen") learning organizations are adopting: 1. Run Learning as a Business Many people are talking about running learning as a business, but what does that really mean? While there are many components, there are two items that drive all the others: * Successful learning organizations will have a seat at the table. It seems absurd that learning organizations are oen not mainstreamed into strategic planning. ey are responsible for preparing the workforce to fulfill the company's business goals; why would they be an aerthought in the planning process? In NextGen organizations, learning has that seat at the table, and is fully integrated with strategic planning. 32 When learning has a seat at the table, learning goals and business goals are basically the same, metrics are specific, and success is measured on driving those metrics. * Learning innovation requires thinking like a CEO. Innovation means change, and change costs money, disrupts the status quo and generally makes people edgy. Too many learning leaders try to drive change because it's "a good idea," or because "people will learn better." e rationale for innovation needs to demonstrate things that matter to the business: competitive advantage, speed to capability, growth in revenue or market share or reduction in cost. 2. Create an Effective Learning Organization Structure What is the right way to structure a learning organization? Should it be highly centralized, to allow for resource sharing and economies of scale? Highly decentralized, so the output is specific to the unique needs of diﬀerent functions? Should it be a hybrid, incorporating the best of both worlds? Is there even a "right" way? Organizational dynamics (culture, mission, vision, communication style, etc.) play a huge role in creating an eﬀective organization design. For example, creating centralized learning in a highly decentralized organization will require robust change management. Centralized learning organizations oen provide consistency, as businesses share processes, templates, and approaches. However, they oen need to work harder to stay close to needs of local businesses, and may be more prone to bureaucracy. Decentralized learning organizations are oen more nimble, and better able to flex to the changing needs of the local business. However, they can be ineﬃcient and may lack the range of skills and overall leverage of a centralized organization e "right" structure is a function of size and culture. Ultimately, eﬀectiveness may have less to do with structure, and more to do with standard processes, delivery mechanisms, and governance. In any structure, however, the key to building eﬃciency and scalability is oen a FOCUS | SUMMER 2016 | www.L-TEN.org http://www.L-TEN.org

Table of Contents for the Digital Edition of Focus Magazine - Summer 2016

Focus Magazine
From the President: Training, Leaders & Collaboration
Table of Contents
Table of Contents
Guest Editor: LTEN: What's in a Legacy?
Directions: Celebrating 45 Years of Enthusiasm
Front of the Room: Calling Audibles
Neuroscience: The Science of User Experience
LTEN at 45: Community, Clarity and Careers
How to Train the 'Creepy' Out of Closing
Creating the Value Proposition for Mentoring
Creating the Next Generation of Life Sciences Learning
The Power of Quiet: Debunking the Myths
Mobile-Friendly vs. Mobile-First
What Kid's Soccer Teaches You About Selling
Virtual How: Instructor-Led Virtual Classrooms
Ad Index
Focus Contacts
5 Questions with DJ Mitsch

Focus Magazine - Summer 2016