Day 1: Learning Direction and Priority Capabilities

Analyzing Strategic Context

• Extract capabilities from enterprise strategic priorities
• Connect external shifts with learning requirements
• Separate future needs from current requests
• Draft assumptions guiding the learning strategy

Designing Capability Architecture

• Define knowledge, skill, and system capabilities
• Specify maturity levels required for roles
• Distinguish shared capability from specialist depth
• Produce map for one priority capability

Learning Investment Principles

• Determine which gaps warrant learning intervention
• Balance broad access with specialist development
• Set explicit criteria for funding priorities
• Compare three competing training investment requests

Day 2: Program Portfolio and Operating Model

Learning Portfolio Construction

• Group initiatives around capabilities and outcomes
• Balance foundational specialist and leadership programs
• Stop offerings with weak strategic relevance
• Shape an initial learning portfolio matrix

Operating Model Roles

• Allocate responsibilities between center and functions
• Clarify manager and business partner contribution
• Assign ownership for content and assessment
• Design approval flow for new programs

Delivery Calendar and Resources

• Schedule programs around critical business cycles
• Estimate facilitators platforms and financial resources
• Prevent overloading the same employee populations
• Present a quarterly learning operating plan

Day 3: Learning Experience, Channels, and Partners

Enterprise Learner Journey

• Define communication touchpoints before program entry
• Support transfer from learning into application
• Add post-program reinforcement matching each skill
• Map learner experience across one initiative

Learning Channel Mix

• Select classroom digital and blended approaches
• Use workplace learning as deliberate channel
• Match delivery modes with skill complexity
• Outline a mix for distributed employees

Vendor and Facilitator Management

• Translate needs into clear contractual scope
• Evaluate expertise methodology and delivery capacity
• Review materials before launching the program
• Run a supplier implementation kickoff meeting

Day 4: Delivery Quality and Learning Value Measurement

Training Quality Assurance

• Set content, facilitation, and assessment standards
• Monitor delivery without disrupting learner experience
• Collect direct evidence about application quality
• Correct provider deviation during live delivery

Applied Measurement Logic

• Connect activity with behavior and results
• Choose evidence proportional to program importance
• Define baselines and appropriate comparison groups
• Generate a value chain for learning

Reporting for Decisions

• Separate activity indicators from value evidence
• Present findings in stakeholder business language
• Use results to expand or stop
• build decision page about one program

Day 5: Learning Strategy and Management Lab

Making Strategic Choices

• Select priority capabilities populations and channels
• State clear boundaries for excluded initiatives
• Connect investment with explicit performance indicators
• Review alignment with wider corporate strategy

Applied Annual Roadmap

• Sequence initiatives by dependency and readiness
• Allocate budget and resources across portfolios
• Define quality gates and periodic reviews
• Document risks and response options

Learning Investment Committee Simulation

• Present strategy and portfolio to executives
• Defend priorities and expected investment value
• Revise plans under unexpected constraints
• Approve funding and review decisions

• Capability maps connecting learning with enterprise priorities
• Design of an integrated portfolio and operating plan
• Provider evaluation and quality reviews using cases
• A committee simulation approving learning investment strategy