Presentation by John Hovell to the SIKM Leaders Community on July 16, 2013

1. Learning at BAE Systems
© BAE Systems, Inc. 2012 1
John Hovell
July 2013
BAE SYSTEMS, INC.

2. Topics
• BAE Systems overview
• Jane Hart’s Workforce Development Services Framework (WDSF)
• BAE Systems’ Learning Solutions organization
• BAE Systems’ Social Learning Solutions practice area
2

3. BAE Systems – A leading defense company
with a commanding breadth of capabilities
© BAE Systems, Inc. 2012 3

4. One of the World’s Largest Defense Companies
BAE Systems plc
• 93,500 employees
• 2011 sales of £19.2B ($30.7B**)
• 2011 order book of $58.1B**
• Second largest global defense company
• Top 10 U.S. prime contractor
• Five home markets
• Presence in more than 100 nations
BAE Systems, Inc.
• 43,000 employees
(approximately 36,000 in the U.S.)
• 2011 sales of $14.4B
• Major operations in 38 states, the UK, Sweden,
Israel, Mexico and South Africa
• A U.S. company chartered in Delaware
© BAE Systems, Inc. 2012 4
** US$ equivalent calculated using the 2011 average exchange rate
of $/£ = 1.604, denoting sales and orders throughout the year
0
5
10
15
20
25
30
35
40
45
Lockheed
Martin
BAE
Systems
Northrop
Grumman
Boeing General
Dynamics
Raytheon EADS
Defense News Top 100
Based on 2010 Revenues ($B)
0
5,000
10,000
15,000
20,000
25,000
2002 2004 2006 2008 2010
Inc.
PLC
£

5. 5
Group Strategic Framework

6. Our Opportunity in Learning
Our experience with customer site visits, customer requests, monitoring cases and external
benchmarking indicates that the Leadership and Learning portion of the OD&L CoE requires a
strategy and structure to meet the critical learning needs of the business and position learning for
the future.
6
What We Have Found Critical Learning Needs
 Lack of effective ways for knowledge sharing and
knowledge transfer
 Over reliance on instructor-led training which is
costly, especially for those on direct labor
 Excessive mandatory training requirements
compared to our peers – redirect unnecessary
cost and time charging to much needed ‘people
manager’ and other capability building
 Employees and front line supervisors are not
aware of the development options available to
them
 The ability to find immediate answers to solve
business problems and increase performance
 Maintaining business capability during times of
increased retirements, reductions in force, and
attrition
 Cost-effective and efficient delivery of learning
(e.g., shorter course length, alternative delivery
times, different delivery modes)
 Establish a learning environment that our future
workforce expects

11. Solution
11
VISION
Unlocking our collective potential by learning anytime, anywhere, anyhow
MISSION
We provide effective and efficient learning solutions when, how, and where
needed to help employees make our company successful
Implement a learning strategy supported by a strategic learning
organization called “Learning Solutions” that is enabled by a clear
vision and mission:

12. 12
Learning Solutions – Practice Areas
Create collaborative learning by
connecting people to each other to form
networks, communities and get instant
help to solve problems
Design, deliver and measure
training, elearning, and blending
learning events for individuals and
teams
Manage learning requests and
proactively consult with the
businesses regarding learning
opportunities
Linking learning with business needs
Social Learning Solutions
Learning Consulting
Leadership and Employee
Development

13. Our Business Learning Problems
Low Knowledge Maturity
Upcoming Knowledge Loss
Minimal Knowledge Sharing
Inability to Find Expertise
FinancialPerformance
ReturnOnSales
BAE
High
Knowledge Maturity
BAE
MySites
#EmployeeProfiles
#Employees
Year of Birth 2000
>45%
<1% in a
Community

14. Our Business Learning Solutions
Low Knowledge Maturity
Upcoming Knowledge Loss
Minimal Knowledge Sharing
Inability to Find Expertise
Knowledge Continuity Expertise Location
Communities of Practice Change Management