Here Is Something To Talk About

It has been almost 20 years since Running Training Like a Business was published.  Since the book launched, we have worked with corporate learning organizations around the world.  And now almost two decades later its principles are still a frequent topic at conferences and in conversations, drawing new learning and development professionals into the tale of delivering unmistakable value. At its heart, the message of the book is as essential today as it was when it was released. Add to this the multitude of changes to the environment that the businesses they serve are undergoing and the need for their continued evolution is even more acute.  It is these changes in the business environment, both dramatic and subtle, that were the catalyst for revisiting this important industry touchstone.

Transformation is today’s mandate for both businesses and the learning organizations that serve them.  Learning organizations have much to learn from the companies that are transforming the world around us. While the principles of Running Training Like A Business remain highly relevant, it is the definition of what a “business” is, that has changed over the past decade.  Since the publication of the book the world has changed.  The internet, still young and novel in the 90’s, has exploded.  The advent of social media and the resulting disruption of industries from publishing to space travel have put every company on notice.  In today’s business landscape, traits like speed, innovation and agility are paramount.  So if this is the new reality for today’s businesses then what it means to successfully run training like a business has changed as well. Adopting the mindset of a startup is the first step to successfully running training like a 2.0 business.

L&D = Learning & Disruption

Existing businesses are increasingly looking towards the disruptors for lesson, tools and techniques.  These disruptors are familiar names like Netflix, Amazon, Tesla and Uber.  One thing that these disruptors, and many more like them, all have in common is that they were once startups.  Eric Ries, the founder of the Lean Startup movement and author of the book “Lean Startup” defines a startup as any enterprise where the “unknowns” are greater than the “knowns”.  By this definition, today’s learning organizations are most definitely startups.

It Starts With Three

Three critical keys to any startup’s success are working at speed, evidence based execution and accepting failure.  Speed in not about expending more resources to get to the finish line sooner.  Rather it is about starting quickly and iterating fast. The oft quoted advice that “perfect is the enemy of good,” is an important operating principle for successful startups.  Too often L&D is concerned with providing the perfect learning experience. The tradeoff is either a longer time frame or building the experience on a set of potentially faulty assumptions.   Delivering good value quickly and rapidly iterating towards improvement must be the goal.

But what to base the iterations on? The second key to success in a 2.0 world is what Running Training Like a Business called “measuring your success based on your customers’ success.” When the book was released the industry was wrestling and largely failing with macro measures targeting the impact of complete programs and this situation still exists.  In startup mode, L&D must use quantified measures to shorten the feedback cycle and guide the iterations.  This means micro measurements on all aspects of the experience from problem validation to user feedback. These metrics allow L&D to quickly replace assumptions with facts.

The final key is an operational mindset and often a significant cultural shift.  Failure in many organizations is a seen as weakness.  Startups have adopted a different point of view. Failure is nothing more than an evidence based correction to an assumption.  Better to know sooner rather than later. Too often L&D’s limited resources are misspent.  As Peter Drucker has been quoted as saying, “There is nothing so useless as doing efficiently that which should not be done at all.” It is from this perspective that failure becomes a virtue.

Startups are constantly seeking to improve the tools and techniques they use to drive success. The startup community is also known for its transparency with founders openly sharing the results of new experiences, both good and bad.  As a community of L&D practitioners we can learn much from startups and from each other as we adapt to business 2.0.

Our Premise

In the upcoming weeks, we will be releasing a series of posts describing some of the ideas we have for translating successful startup techniques to corporate Learning & Development. In the spirit of startups this is not about having things perfect. This is about getting started, iterating quickly and collaborating. We hope that you will join the discussion and add your thoughts and ideas so that our whole community can better deliver unmistakable value in the world of business 2.0

3 thoughts on “Here Is Something To Talk About”

  1. Great post and oh so true. Leveraging an Agile mindset and process in Learning and it has helped in work I’ve done.
    The ADDIE model in its purist form can slow the process down- I wonder if that’s been one of the factors to slow perfection in L&D. Would value hearing others opinions

    Liked by 1 person

  2. Hi J, love this stuff and I can’t agree more on the “Three critical keys to any startup’s success are working at speed, evidence based execution and accepting failure”, which are also in my opinion 3 of critical factors for an L&D’s departments success! I am delivering a key-note at next weeks first European ATD event in Amsterdam, and it is all about measuring the business impact in today’s agile world. Speed and proving value are core! I like the addition of ability to accept failure, because that is what we need to learn within L&D. I am working close with Bob Mosher and Conrad Gottfredson and use their 5 Moments of Need methodology, where agile development and building solutions based on the concept of criticality of failure is the core of their approach. Would love to be involved in further discussions.

    regards,

    Alfred

    Like

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