crack the code: driving learning at bac through action learning
DESCRIPTION
3 Development Objectives As a result of program participation, participants will: Gain an increased understanding of critical business challenges and the Learning Organization’s opportunity to positively impact those challenges Develop a deeper and broader understanding of the Learning organization’s current state in supporting enterprise and line of business strategic objectives Enhance their ability to apply Six Sigma/DMAIC methods and tools to address critical business challenges and close gaps Build increased knowledge of best practice companies and best/innovative practices in Learning, and develop a point of view on how they can be effectively implemented at BAC 25+ high potential employees in the Learning organization who are top notch thinkers and executors ParticipantsTRANSCRIPT
Crack the Code:Driving Learning at BAC Through Action Learning
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Purpose• Harness the strength and knowledge of our next generation of learning leaders to generate
solutions and fresh approaches to resolve 1-2 tough learning issues that impact Bank of America
Project Objectives
Utilized a six sigma framework to:
• Clearly define critical success factors – business and operational – that characterize an effective and efficient learning organization at Bank of America
• Gather internal information (e.g., Voice of the Customer), benchmark best practice companies and other external best practices, to develop a fact-based understanding of the current situation
• Outline key improvement opportunities in how the Learning Organization manages “Learning Administration” and “Learning Design, Development and Delivery” in the LOBs and the enterprise
• Recommend specific solutions to address the identified business challenges, and present those recommendations to the Learning Leaders and select Business Partners
Goals• Optimize the investment in and management of key learning processes, tools, programs and
technology at both line of business and enterprise level to drive business growth, improve productivity and increase customer & client satisfaction
• Provide a challenging developmental experience for strong leaders in the Learning Organization
Crack the Code: Driving Learning at BAC Through Action Learning
Crack the Code: Driving Learning at BAC Through Action Learning
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Development ObjectivesAs a result of program participation, participants will:
• Gain an increased understanding of critical business challenges and the Learning Organization’s opportunity to positively impact those challenges
• Develop a deeper and broader understanding of the Learning organization’s current state in supporting enterprise and line of business strategic objectives
• Enhance their ability to apply Six Sigma/DMAIC methods and tools to address critical business challenges and close gaps
• Build increased knowledge of best practice companies and best/innovative practices in Learning, and develop a point of view on how they can be effectively implemented at BAC
• 25+ high potential employees in the Learning organization who are top notch thinkers and executors
Participants
Action Learning Defined
Working on authentic, urgent business problems/ opportunities in diverse, cross-organization teams to grow the business and develop participants
Drive strategic change Transform the
organization Rapidly implement
strategy Achieve business
breakthroughs Dramatically develop
leadership capability
Results
Develop greater leadership capability
Learning
Address significantbusiness challenges
Action
Crack the Code: High Level Program Design
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Define Business Challenge
Identify Critical Business Issues& Participants
Determine Current Reality
Del
iver
able
s • Learning Execs define Business Challenges
• Build participant content knowledge on the topic
• Participants frame up issues & work plan
Check-In Meeting
• Debate preliminary recommend-ations
• Check in with program sponsors
• Dialogue with LOB Partners
• Frame up Issues and Challenges
Present Final Recommendations
Define the Future
• Gather additional information and analyze
• Generate final reports
• Finalize recommend-ations
Implement
• Gather information
• Benchmark best practice companies & other external practices
• Develop initial theory of the case
• Present specific solutions and supporting rationale to Learning Execs & LOB Partners
• Learning Execs commit to act
• Feedback given to team on process and solutions
Plan PresentLearn
• Learning Executives select strategic learning issues
• Identify participants
• Confirm & schedule participants
Benchmark Build Solution
Tim
ing
• March 10-11 • April 24-25 • April 26 - June 3
• June 4-5
Act
ion
Team
Ti
me 2 days 4-5 days 2 days 3 days
• March 12 - April 23
2 days 13-14 days
90+/- daysTotal Time
Mile
ston
e
• January - February
Session 1 Session 2 Session 3
Crack the Code: DMAIC Methodology
Phase Focus Deliverables
Define Define and gain approval of project charter Project scope, purpose, business value
Measure Measure effectiveness of current approaches to learning admin, learning design and development
Relative importance of key factors, e.g., speed, accuracy, flexibility, scalability, accessibility
Analyze High-level and detailed designs of future potential solutions
Detailed analysis of select opportunities to design future state
Improve Identify and validate the most appropriate solution
Pilot test of design options, and preparation for deployment
Control Identify statistical control methods to monitor how well the solution met the intended metrics
Solution deployment and transition responsibility for business-as-usual
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DMAIC is a process improvement discipline that uses facts and data to meet customer needs and requirements.
Crack the Code: Project / Six Sigma / Action Learning Integration
DM
AIC
Del
iver
able
s
Analyze Improve
Champion
Project Team
Learning Executives
Rol
es
• Problem Statement • Financial Assessment • Business Case/ Objectives• Audience Impact• Hi-level Process Map• Project type (DFSS, GB/BB, JDI)
• Core Team• Baseline Data• VOC, CTQ’s• Benchmark Analysis
• CTQs and Specs• Process Capability• Detailed Process Map• FMEA • Stratified Data, Pareto• MSA • Financial Assessment
(COPQ, Finance sign-off)
• Issues & Barriers
• Prioritization of X’s
• Vital few X’s identified
• Statistical Root Cause verification (sample size, hypothesis testing, graphical)
• Y=f(x) model
• New Process Map• Pilot Plan• Impact validated• Implementation
Plan• Process Changes
Identified • New Capability
Estimated• Communication
Plan for Changes
MeasureDefine
Learning Executives
Define Business Challenge
Identify Critical Business Issues& Participants
Determine Current Reality
Check-In Meeting
Present Final Recommendations
Define the Future Implement
Plan PresentLearn Benchmark Build Solution
Mile
ston
e Session 1 Session 2 Session 3
Feedback Reflection CoachingA C T I O N L E A R N I N G
Crack the Code: Program Framework
Business Challenges Learning Administration
Learning Design, Development & Delivery
Sponsors Overall Chief Learning Officer
Teams Learning Executive Learning Executive
Team Structure Team A (12-15 top talent learning professionals)
Team B (12-15 top talent learning professionals)
Resources(Available to all teams)
Overall Process & Learning (Aspire Consulting) Technical/Process Coach (Accenture) Team-Specific Technical/Process Coaches
(Accenture) Six Sigma/Quality Executive (BAC) Technology Executive (BAC) Finance Executive (BAC) Program Management Office (BAC)
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Crack the Code: Learning Framework
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LearningPlanning
Learning Design &
Development
Learning Delivery
Learning Administration
Relationship Management
Demand Management
Learning/ Curriculum Plan
Management
Content Development &
Maintenance
Knowledge Management
Content Strategy
Content Management &
Access
Delivery Execution
Delivery Planning
Delivery Operations
Course Catalog Management
Learner Administration
User Management
LearningOperations
Vendor Management
Performance Reporting
FinancialManagement
Technology Infrastructure
Action Team #1 Scope Action Team #2 Scope
Crack the Code: Key Questions to Address
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Learning Design & Development How do we optimize the investment in and
management of processes, tools, programs and technology relating to the design and development of learning for both individual lines of business and the enterprise?
Learning Administration How do we optimize the investment in and
management of processes, tools, programs and technology relating to the administration of learning for both individual lines of business and the enterprise?
Two Business Challenges to Solve
Key Questions
• Session 1: Define the Business Challenge • What problem are we trying to address, and how will we address it?
• Interim: Determine Current Reality • What is the “As Is” state with respect to the business challenge?
• What are the critical gaps between where we are today and where we need to be?
• Session 2: Check-in Meeting • What feedback and guidance do our Sponsors and LOB Partners have to help guide our next steps?
• What is our action plan for defining the future “To Be” state?
• Interim: Define the Future • What is the desired “To Be” state with respect to the business challenge?
• Session 3: Present Final Recommendations • How will we present our recommendations and gain the necessary commitment from our Sponsors and LOB Partners to take action?
Crack the Code: Learn Milestone
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Session 1 Define The Business Challenge
Learn
Approach
Prework distributed to participants one month in advance of Session 1:
• Review welcome letter outlining program purpose, objectives, expected outcomes and deliverables
• Complete Six Sigma (DMAIC) Online tutorials
• Read: “Leading Change: Why Transformation Efforts Fail” (by John P. Kotter)
• Read: “Conquering a Culture of Indecision”
Session 1 – Two-day offsite
• Voice of the Customer: Speaker – Quality Executive
• Introductions/Ice Breaker
• Overview Project and processes
• Overview DMAIC approach
• Share Bank of America Learning Landscape
• Launch Action Teams
• Action Team Breakout Working Session
• Voice of the Customer: Panel Discussion
Action Learning Team Breakout Activities• Identify who are the Key Customers (VoC)• Define the business challenge (Problem Statement)• Identify critical metrics• Process mapping• Team Effectiveness Debrief
Crack the Code: Benchmarking / Current State
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Process• Participants implement work plan to gather information, using team members and external
resources as determined in Session 1
• Participants meet (virtually or in person) on a regular (weekly) basis to report/share and analyze information gathered
• Team Consultant facilitates meetings and provides coaching as necessary
• Participants develop initial “theory of the case” and identify preliminary recommendations for discussion in Session 2
Determine Current Reality
Benchmark
Deliverables• Comprehensive Fact Base on Business Challenge
• Best/Innovative Practices / Benchmarking Reports
• Initial “Theory of the Case”
• Preliminary Recommendations
“Six Sigma-ized”
Timeline• Six Weeks
Crack the Code: Build Solution
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Approach
Conduct Check-in Meeting (Session 2)• Review project findings – Learning Administration
• Review project findings – Learning Design & Development
• Discuss technology options
• Draft engagement strategy
• Action Learning Team breakouts
Inter-session Work: Define the Future (5 weeks)
Process
• Participants gather additional information, as needed
• Analyze and synthesize information to further define the solution set
• Participants finalize recommendations and engagement strategy for presentation to the Program Sponsors in Session 3
• Team Consultant facilitates meetings and provides individual and team coaching as necessary
Deliverables
• Final Recommendations
• High-Level implementation and engagement plan
• Executive Presentation
Action Learning Team Breakout Activities• Team review feedback on presentation• Team effectiveness discussion• Generate initial solution options
Session 2Check-In Meeting
Build Solution
Define the Future
Crack the Code: Final Recommendations
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Approach
Conduct Recommendations Session (Session 3)
• Day 1: Action team working sessions
• Teams present to each other and provide feedback on recommendations and approach
• Teams finalize presentations
• Day 2 AM: Present to Learning Execs and LOB Leaders
• Day 2 PM: Teams debriefs / lessons learned
• Presentation
• Team Effectiveness
• Lessons Learned
• Action Learning Program overall
• Day 2 Evening: Celebrate!
Session 3Present Final Recommen-
dations
Present
Crack the Code: Project Recommendations
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• Invest in a Single Learning Management System• Single, centralized system of record.• Consistent user experience• Simplified navigation
• Invest in a Learning Content Management System• Maintain internally developed learning content• Facilitate ease of access and content re-use
• Drive Change Through a Learning Standards Committee • Senior managers from each Learning team• Validate, endorse, drive adherence to a standard process methodology
• Create a Cross-Functional Process and Standards Working Group• Create consistent, standardized tools, templates, and processes to drive an end-to-end, fully
integrated learning experience for employees
• Create a Sourcing Working Group• Develop guidelines for buy vs. build decisions• Goal to increase proportion of external vendor spend over time to more effectively meet learning
needs across the business units• Partner with Supply Chain to obtain optimal pricing, products, and services
Crack the Code: Key Learnings - Six Sigma
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• Provided a clear, data-driven structure to ensure that the right level of facts, rigor, and discipline were put in place around the process.
• Enabled the teams to avoid jumping to solutions too quickly, and to identify and implement solutions that address what is most critical to success.
• Most challenging piece to follow through on is the control plan, due to emphasis on execution.
Crack the Code: Key Learnings - Action Learning
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• Useful framework for high potential learning leaders to address significant business issues that are of strategic importance to the company.
• Importance of building the discipline of reflection into the program, facilitated by team coaches, in order to achieve the program’s dual objectives.
• A live “testing ground” to see who emerged as a leader for the future.
• Enabled leaders to establish effective, mutually respectful working relationships with teammates across the organization to facilitate the integration and partnership necessary for the changes ahead.
• Helped key talent form relationships with stakeholders that extended long after the project ended.
• Team members learned the importance of identifying stakeholders early and manage them proactively throughout the process
Conclusion
Action Learning Works!
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