A large international telecommunications company was investing £180M per annum on learning and development, with over 600 people employed in training or related activities, there was little control of quality and no demonstrable return on a major financial investment. A decentralised organisation model that had evolved historically rather than by design meant there were no agreed development priorities or plans across the business units.
A board-sponsored change programme started in 2011 to improve the strategic contribution and quality of learning, whilst achieving a significant reduction in costs. Within two years the programme had led to the creation of a single Corporate Academy, the introduction of common best practices across the learning function, award-winning learning programmes and a reduction in the cost base of £43M per annum.
The transformation programme I led included:
- Conducting a detailed operational and financial analysis of the current learning practices.
- Best practice review of Learning and development, inside and outside of the company.
- Presentation to the Board to secure approval for the solution, and significant stakeholder management.
- Engagement of management to complete the detailed organisation design, including accountabilities and management practices.
- Transition activities including employee communication.
- Testing and refining the new operating model.
- Winning awards for the impact of signature Academy learning programmes.