Table of Contents

built to learn: the inside story of how rockwell collins became a true learning organization
Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization
by Cliff Purington, Chris Butler and Sarah Fister Gale   ISBN:0814407722
AMACOM © 2003 (259 pages)

A ten-step approach in clear, accessible terms, explaining the reasoning behind each step, the way it was implemented at Rockwell, and how the same step can be adapted and applied in any organization.

Table of Contents
Built to Learn”The Inside Story of How Rockwell Collins Became a True Learning Organization
Part I - Plan Your Work
Chapter 1 - Step 1 Understand the Business
Chapter 2 - Step 2 Conduct the Organizational Assessment
Chapter 3 - Step 3 Define Your Core Objectives
Chapter 4 - Step 4 Plan Your Strategy
Chapter 5 - Step 5 Select Your Vendors
Chapter 6 - Step 6 Build the Business Case
Part II - Work Your Plan
Chapter 7 - Step 7 Take the Show on the Road
Chapter 8 - Step 8 Implement
Chapter 9 - Step 9 Assess and Modify
Chapter 10 - Step 10 Celebrate Your Success
Chapter 11 - Looking Toward the Future
Chapter 12 - Lessons Learned
List of Figures
List of Sidebars

Back Cover

While many companies have trouble measuring the effectiveness of their learning and development efforts, the picture at Rockwell Collins is crystal clear. In the span of just three years , Rockwell went from having a traditional (and characteristically drab) training program to possessing a dynamic, strategically aligned initiative featuring around-the-globe, on-demand delivery and a 400 percent increase in course offerings ”all while decreasing the training budget by 23 million dollars.

The authors of Built to Learn were the minds behind that incredible revolution, and in this essential book they reveal the surprisingly simple ten-step process they used to assess needs, build a case for a new initiative, and design and implement a program that has made Rockwell the model of the true learning organization.

About the Authors

Cliff Purington is Director of Learning and Development at Rockwell Collins and was previously an Organizational Development Manager with Martin Marietta, where he worked on both the space shuttle and the Titan IV program at Cape Canaveral. In his current role he led the turnaround that earned Rockwell Collins numerous industry awards and high praise from countless learning and training publications .

Chris Butler is President and cofounder of the Performance Engineering Group and was the principal consultant on the Rockwell Collins turnaround. He has substantial management and consulting experience in a broad variety of industries. In addition, he has written several texts and proprietary training programs, and has trained over five thousand managers and sales professionals.

Sarah Fister Gale is a frequent contributor to Training, Online Learning and CRM Magazine , and has a monthly column in Workforce Magazine . Her articles are frequently republished in the ASTD Yearbook, including the April 2000 article in Training. Reinventing Training at Rockwell Collins ”the impetus for this book.