Two Resources for Managers for 2016: Map Your Learning Architecture and Drive Cultural Change

Managing Learning and Development will be even morechallenging in 2016, due to the additional options for creation and delivery oflearning, and the cultural changes arising outside of L&D. Here are twoexamples of ways to meet some of these difficult situations.

Online Events Archive:Best of Ecosystem: Mapping Your Organizational Learning Architecture. AdamWeisblatt. Handouts and session video (00:52:53) Understandingyour learning architecture is critical for the success of major learningtechnology projects, but learning architecture can be complex and confusing. Tobe a successful partner to others in your organization, you need to be able toclearly explain your system to your stakeholders.

Learn how to createa map that explains the connections between all the moving parts of yourlearning architecture and that enables you to get buy–in on your plans andstrategy. In creating your map, you’ll see how the learning technologycomponents work together, including issues in the current architecture; thiswill greatly reduce confusion and time spent going over the details. You’lllearn how to find and choose images to represent components of yourarchitecture, and how to clearly show the relationships between systems and thevarious data feeds. You’ll be able to build your own map, clearly explain yourplans, and show what a successful solution looks like.

Online EventsArchive: Driving Cultural Change with Your LMS. Mike Rael, Peter (PK) Kirwan. Handout andsession video (00:55:29)

In 2015, the EinsteinNoah Restaurant Group and Caribou Coffee merged. Rather than absorbing eitherbrand into the other, they decided to maintain each, yet operate as oneorganization; the organization nearly doubled in size, with over 11,000employees total. As part of the merger, they also created a new co-brand thatwould put both brands in the same location. These decisions resulted in someunusual challenges and opportunities for the learning and development andcommunication teams. The distinct culture of each organization had played avital part of each of their successes, so the challenge was how to mergeoperational and process training under one umbrella and create a new uniqueorganizational culture while still maintaining the strong cultural foundationsof each brand.