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Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization

ISBN: 0814407722
EAN: 2147483647

Year: 2003
Pages: 124

Authors: Cliff Purington, Chris Butler, Sarah Fister Gale

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• Table of Contents
• BackCover
• Built to Learn - The Inside Story of How Rockwell Collins Became a True Learning Organization
• Preface
• Introduction
• The Role of E-Learning
• The Role of Trainers
• The Learning-Organization Transformation
• Part I: Plan Your Work
• Chapter 1: Step 1 Understand the Business
• Finding Your Leaders
• Finding a Solution
• Talking to the People
• Meeting Leaders at Rockwell Collins
• Setting Expectations
• Maintaining Business as Usual
• Chapter 2: Step 2 Conduct the Organizational Assessment
• Learning s Role in Corporate Culture
• Collecting Existing Data
• Getting Perspective on Culture
• Setting a Baseline
• Researching the Training Industry
• Motorola - An Intriguing Yardstick
• Talking to Your People
• Being Survey Savvy
• Lessons Learned at Rockwell Collins
• Chapter 3: Step 3 Define Your Core Objectives
• Aligning Culture and Business
• Targeting Your Core Objectives
• Getting Perspective on Your Culture
• How We Chose Our Core Objectives
• Chapter 4: Step 4 Plan Your Strategy
• Transform Learning and Development Staff into Learning Consultants
• Create Learning Councils to Bridge the Gap
• Convert Most Classroom Courses to Technology-Based Training
• Define and Map Work Processes
• Conduct Mandatory Needs Analysis
• Validate Training
• Define Learning Methods
• Conduct a Make-or-Buy Analysis
• Define Roles and Responsibilities of Learning-Team Members
• Map Work-Flow Processes
• Focus on Manufacturing and Engineering
• Create Training Resource Rooms
• Test Training in a Controlled Lab
• Reduce the Budget and Improve the Offerings
• Pick Low-Hanging Fruit
• Chapter 5: Step 5 Select Your Vendors
• Researching Technology
• Evaluating Learning Management Systems: A Three-Phase Process
• Comparing Products
• Vendor Teams: A Radical Approach
• Chapter 6: Step 6 Build the Business Case
• Before You Build: Define Tasks, Actions, and Budgets
• Calculate ROI
• Set Yearly Goals
• Implement Marketing and Communication
• Define the Current State of Training
• Define the Future State of Training
• Make the Connection Between Training and Business Success
• Close the Deal
• Part II: Work Your Plan
• Chapter 7: Step 7 Take the Show on the Road
• Take It for a Test Ride
• Hit the Road
• Close the Deal
• Move Through the Ranks
• A Never-Ending Process
• Chapter 8: Step 8 Implement
• Five Things You Need to Go Live
• Go Live Quietly and Fix the Bugs
• What Next? Go Back to the Road Show
• Hitting the Rest of Our Goals
• Stand Up to Cultural Bulldogs
• Training Our Team
• A Head Start on Year Two
• Managing Costs for Custom Courses
• Chapter 9: Step 9 Assess and Modify
• Learn with Learning Councils
• Monitor and Market
• Monitor Your Money
• Chapter 10: Step 10 Celebrate Your Success
• Manage Management
• Make the Most of Big Successes
• QuickLearns Revolutionize Team Processes
• QuickLearn Success Stories
• Chapter 11: Looking Toward the Future
• Chapter 12: Lessons Learned
• Know Your Reasons for Implementing E-Learning
• You Need a Comprehensive Strategic Plan
• Do a Considerable Amount of Research and Planning Before You Begin Writing Your Strategic Plan
• This Is Fundamentally a Change-Management Effort, Not a Training Initiative
• If You ve Already Tried an E-Learning Initiative and It Isn t Working, You Can Still Save It
• Plan, Plan, Plan ... Then Underpromise and Overdeliver
• Don t Empower the Naysayers
• Assemble a Good Team
• You Will Invariably Need Some Outside Help
• One Final Lesson
• Index
• Index_B
• Index_C
• Index_D
• Index_E
• Index_F
• Index_G
• Index_H
• Index_I
• Index_J
• Index_K
• Index_L
• Index_M
• Index_N
• Index_O
• Index_P
• Index_Q
• Index_R
• Index_S
• Index_T
• Index_U
• Index_V
• Index_W
• List of Figures
• List of Sidebars