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