10 (possibly new) questions for Learning and Development teams to use in 'Learning Technology' vendor discussions


It's a sellers market. So, I've put together a list of 10 (possibly new) questions for L&D teams to use in your 'Learning Technology' vendor discussions:

1. What is the big change your business is trying to make / facilitate / accelerate in the world of work?

2. What is your 'worldview' of the role of learning in business settings today?

3. Who exactly is your proposition for and, not for?: (i.e. which work contexts and cultures does your 'solution' best support and why?).

4. Describe how your organisation interprets the terms 'training', 'learning', 'learner', 'learning culture' and 'digital transformation'.

5. What is currently the biggest challenge for leaders of teams in organisations from your perspective?

6. How do we balance support for both productive and generative learning in your opinion?

7. According to the Havard Business Review "Leaders Guide to Corporate Culture" report published in February 2018, only 7% of CEOs currently prioritise a culture of continuous learning as an enabler to successfully achieving their business strategy. What are your thoughts on this fundamental challenge for 'L&D'?

8. What do you believe are now the key measures of success for 'L&D' teams?

9. What individual and team behaviours does your 'solution' help to enable / facilitate / accelerate?

10. Tell me about the businesses where you have seen this change as a result of your leadership and partnerships?

(NB. If the vendor wants to answer these questions by highlighting 'features and benefits' of their particular 'solution' / 'technology' / 'platform' / 'digital tool' - then politely repose the question again).
Paul helps organisations create the conditions for continuous learning and better work
I work as a thinking partner and advisor with mid sized, value oriented companies going through significant change. I help you to build new capability and mindsets through shifting your approach to organisational development.

Comments

Post a Comment

Please let me know your thoughts on this...

Popular posts from this blog

Barriers to progress

"Consciously or unconsciously, leaders put in place structures and practices that make sense to them. These structures and practices correspond to their way of dealing with the world and means that an organisation cannot evolve beyond it's leadership's stage of development." Hermanni Hyytiala   Here are some barriers to progress that correspond with the way that many control oriented leaders deal with their world: Perpetuating a linear, directive, process oriented, bias... Maintains busyness as the key status enhancing characteristic of the system* Which reinforces an inability to create space for reflection, new opportunities and stopping 'old' things Which limits the ability to define the new characteristics of high performance as context shifts Which prevents agreement on the new conditions that need to be in place to enable these new characteristics Which reinforces the 'snow blindness' of attempting to move in a 'new direction' using the
Read more

The interconnectedness of perennial 'L&D' challenges

"The reason why we don't see the source of our problems is that the means by which we try to solve them is the source." David Bohm The ' Top 5 challenges for L&D leaders ' - based on responses from folks planning to attend the 2021 annual Learning & Performance Institute 'Learning Live' conference: 1. "Digital transformation of learning." 2. "Building a learning and coaching culture." 3. "Supporting learning 'in the flow of work'." 4. "Leadership and management development." 5. "Driving employee engagement." There are some perennial runners on this list of " Challenges " (symptoms?) - which in my opinion are all connected . If we can acknowledge that sustainable business models are no longer based on centralised control - enabled through optimising efficiency and standardisation. If we can agree that an individual's expectation of 'work', an employer, a 'boss' a
Read more

The NEW valuable organisational capabilities

"All these executives going around talking about the need for innovation and increasing agility while pushing an out-of-date command-and-control structure focusing on efficiency aren't going to get agility of innovation." Charles Lambdin OLD industrial era value-creating organisational capabilities: 1. Control 2. Standardisation 3. Incremental improvement 4. Compliance 5. Consistency NEW digital era value-creating organisation capabilities: 1. Receptiveness to continuous change (market, customer, employee contexts) 2. Connectivity across teams 3. Access to exemplary performers (internal and external) 4. Agency and autonomy 5. Inquiry and reflection
Read more