Even within small organizations, learning leaders often struggle with balancing diverse, competing, wants and needs, with maintaining secure and well-managed solutions. This session outlined key concepts, best practices, and provided a practical toolkit for maintaining compliance while achieving your highest organizational goals. No matter your role, you can manage governance like a boss!

1. A Framework for Enterprise Learning Solutions Management
Heather L. Hutchens, MBA – HCM
Learning Solutions Consultant
PURE™ Learning Knowledge Summit 2019

2. To get ready to participate:
Text H2learn101 to 22333 (once today)
or go to
pollev.com/h2learn101
in a browser

3. 1
4
3
2
Governance
Foundations
Strategic
Governance
Governance Challenges
Strategic Governance Implementation
Strategies and Tools
• Governance is:
• What Is a Learning Ecosystem?
• POP QUIZ
• Strategic Governance Vs. Governance
• Greatest Learning Ecosystem Challenges
over the Next Year
• Your Learning Ecosystem Governance
Challenges
• What you need to implement effective
governance
• Learning Ecosystem Maturity Model
• Concrete Steps to Improve L&D Governance
• Weighted Value/Expense Rubric Template
• Learning Solutions Request Prioritization Matrix

4. “…a system of decision-makingstructures,processes, practicesandvaluesthat
enablean organizationto make goodandactionabledecisions: preparingplansand
managingimplementations,obtainingsponsorship,overseeing continuing
operations,surfacingandresolvingproblems andconflicts,assigningresponsibility
andensuringaccountableactions.Ultimately,it crosses boundaries,touchesevery
business unit and links tightly withthe overallmanagementof the organization."
Staff, S. (2005). Governance: The Next Learning Gap. [online] Chief Learning Officer Magazine. Available at: https://www.chieflearningofficer.com/2005/01/03/governance-the-next-learning-gap/ [Accessed 29 Sep. 2019].
Managing the entire enterprise
Learning Ecosystem

5. “A learning ecosystem is the collection of people,
processes and tools that deliver, integrate and
support the L&D function across your organization.
Every organization has a learning ecosystem, just like
every business has a culture, whether it was
formed intentionally or not.”
Benedicks, R. (2018). Learning Ecosystems: What Are They, and What Can They Do For You? - Training Industry. Retrieved 29 September 2019, from https://trainingindustry.com/articles/strategy-alignment-and-planning/learning-ecosystems-what-are-they-and-what-can-they-do-for-you/
Anythingthatshouldbeplannedfor,managed,orconsidered
PEOPLE,DISTINCTGROUPS,ROLES,PROCESSES,THINGS,TOOLS, TECHNOLOGY…

6. Name parts of an
enterprise learning ecosystem.
Anythingthatshouldbeplannedfor,managed,orconsidered
PEOPLE,DISTINCTGROUPS,ROLES,PROCESSES,THINGS,TOOLS, TECHNOLOGY…

7. Anythingthatshouldbeplannedfor,managed,orconsidered
PEOPLE,DISTINCTGROUPS,ROLES,PROCESSES,THINGS,
TOOLS,TECHNOLOGY…
You must use an underscore
for spaces
EXAMPLES:
Medical_Affairs Online_Content
Document_Management_System
To submit answers:
Text H2learn101 to
22333 (once today) and
then text your answers
or go to
pollev.com/h2learn101
in a browser
https://www.polleverywhere.com/free_text_polls/9lPZN9jzP5uEORWpe4xAb

8. PURE™ Learning Knowledge Summit 2019
A learning ecosystem is the collection of people, processes
and tools that deliver, integrate and support the L&D
function across your organization.Everyorganizationhasa
learningecosystem, just like every business has a culture,
whether it was formed intentionally or not.

9. “…a system of decision-makingstructures,processes, practicesandvaluesthat
enablean organizationto make goodandactionabledecisions: preparingplansand
managingimplementations,obtainingsponsorship,overseeing continuing
operations,surfacingandresolvingproblems andconflicts,assigningresponsibility
andensuringaccountableactions.Ultimately,it crosses boundaries,touchesevery
business unit and links tightly withthe overallmanagementof the organization."
Staff, S. (2005). Governance: The Next Learning Gap. [online] Chief Learning Officer Magazine. Available at: https://www.chieflearningofficer.com/2005/01/03/governance-the-next-learning-gap/ [Accessed 29 Sep. 2019].
Managing the entire enterprise
Learning Ecosystem

10. StrategicStrategic Management of the Entire Enterprise
Learning Solutions Ecosystem

11. Refers to methods, actions, and tools
employed to promote, implement,
mature, and improve learning
ecosystem governance processes for the
benefit of the organization
A Framework for Enterprise Learning Solutions Management
– at least at first-

12. St. John, A. (2019). Technology Choices Need to Be Strategic. [online] Chief Learning Officer Magazine. Available at: https://magazine.clomedia.com/issue/october-2019/ [Accessed 29 Sep. 2019].
X = Align strategy with business goals
Y= Align Operations, practices, and systems
X+Y=GovernanceX Y

13. To participate:
Text H2learn101 to 22333 (once)
or go to
pollev.com/h2learn101
in a browser
https://www.polleverywhere.com/free_text_polls/UwhGoyL7xvXnGqejFodtC

14. ⌄ might think you
High Level Leader(s)
Mandate and Sponsorship
More or Different Staff
A Different
Organizational Structure More money
Different or More
Technology

15. An Iterative Approach
Structure

16. Structure
An Iterative Approach
 Commitment - This is never going to be done, it will only be better
 Establishment and cycled re-evaluation of facts
 Communication - listen, ask, regard, share, rinse, repeat…
Actionin increments that will be successful and are for the greater good
Acceptanceof things you cannot change

17. Structure
An Iterative Approach
It starts with one person,
in any role, and succeeds
with continuing to eat
the elephant.
https://www.kissclipart.com/elephant-and-mouse-clipart-mouse-elephants-clip-ar-30ykeh/download-
clipart.html
When eating
an elephant
take one bite
at a time.
– Creighton
Abrams

18. Benedicks, R. (2018). Learning Ecosystems: What Are They, and What Can They Do For You? - Training Industry. [online] Training Industry. Available at: https://trainingindustry.com/articles/strategy-alignment-and-planning/learning-ecosystems-what-are-they-
and-what-can-they-do-for-you/ [Accessed 29 Sep. 2019]

19. An Iterative ApproachStructure
Formal Practices Committee Charter, Documentation with Approvals, Standing
Meeting Agendas, Purpose, and Minutes for all Meetings, Roles and Responsibilities...
Actionable Data and Information gained and documented through both
quantitative and qualitative assessment of both the learning ecosystem and governance
activities and conditions
Tools – Templates (for everything), Methods, Best Practices, Work Instructions,
Common shared spaces for information and documents (Sharepoint, Yammer, Teams,
Shared Folder on a Drive…)

20. Develop a learning, prioritization, and planning process
An LPP will “help learning functions identify capability gaps, develop appropriate learning
solutions, and then prioritize and plan the build-out of those solutions.”
According to McKinsey CLO, Nick Van Dam following are a couple
Establish linking mechanisms
“Organizations should begin by ensuring that capability needs are an integral part of
overall organizational strategy discussions, not an afterthought. This approach doesn’t
require an established reporting line; it can be tackled with linkage mechanisms”…
“Examples of linkage mechanisms include annual strategy sessions, learning networks,
and subteams.”
Van Dam, N., & Masie, E. (2018). Elevating Learning & Development (1st ed., p. WHY IS L&D GOVERNANCE IMPORTANT—AND WHAT DOES “GOOD” LOOK LIKE?). McKinsey & Company.

21. 1. Collectprioritiesfromall
stakeholdergroups
2. Winnowdown4or5
general categories
3. Ifnoconsensus,giveeach
votingmemberalimited
numberofupvotesto
distribute… Thefinalcount
determinesthetop
priorities.
4. Askteamtoweighttop
priorities.Ifnoconsensus
canbereachedconduct
similaractivitytonumber3.
Thefinalcountdetermines
theweight

22. 1. Captureallrequests
2. Askrequestertogiveinitialratings1-5
onValuesandExpensecategories
3. Reviewnewrequestsasagendaitem
inGovernanceCommitteemeetings
4. Ifnoconsensus,giveeachvoting
memberalimitednumberof
upvotestodistribute.Thefinalcount
determinestheratings
Total > 0 and/or an
individual
Compliance rating >
2 = Recommended

23. Why is IT governance Important?
Example Committee Structure
Learning Solutions Prioritization Matrix
DRACI Matrix
Nine dimensions that contribute to a
Strong L&D Function

24.  There is a general lack of accountability and not enough shared ownership and clarity of responsibilities for IT services
and projects. The communication between customers (IT users) and providers has to improve and be based on joint
accountability for IT initiatives.
 There is a potentially widening gap between what IT departments think the business requires and what the business
thinks the IT department is able to deliver.
 Organisations need to obtain a better understanding of the value delivered by IT, both internally and from external
suppliers. measures are required in business (the customer’s) terms to achieve this end.
 Top management wants to understand “how is my organisation doing with IT in comparison with other peer groups?”
 Management needs to understand whether the infrastructure underpinning today’s and tomorrow’s IT (technology,
people, processes) is capable of supporting expected business needs.
 Because organisations are relying more and more on IT, management needs to be more aware of critical IT risks and
whether they are being managed. Furthermore, if there is a lack of clarity and transparency when taking significant IT
decisions, this can lead to reluctance to take risks and a failure to seize technology opportunities.
 And finally, there is a realisation that because IT is complex and has its own fast changing and unique conditions, the
need to apply sound management disciplines and controls is even greater.
National Computing Centre. (2005). IT governance (p. 7). Manchester.

25. Strategic Governance Committee
Members are Sub-Committee Chairs, Senior Chair Rotates
L&D
Quality
and
Regulatory
Affairs
IT
Medical
Affairs
and
R&D
Sales
and
Marketing
HR
Sub-Committees

26. 1. Collectprioritiesfromall
stakeholdergroups
2. Winnowdown4or5
general categories
3. Ifnoconsensus,giveeach
votingmemberalimited
numberofupvotesto
distribute.. Thefinalcount
determinesthetop
priorities.
4. Askteamtoweighttop
priorities.Ifnoconsensus
canbereachedconduct
similaractivitytonumber3.
Thefinalcountdetermines
theweight

27. 1. Captureallrequests
2. Askrequestertogiveinitialratings1-5
onValuesandExpensecategories
3. Reviewnewrequestsasagendaitem
inGovernanceCommitteemeetings
4. Ifnoconsensus,giveeachvoting
memberalimitednumberof
upvotestodistribute.Thefinalcount
determinestheratings
Total > 0 and/or an
individual Compliance
rating > 2 =
Recommended

28. This template has been modified from an original that can be downloaded at:
https://www.vertex42.com/ExcelTemplates/raci-matrix.htm
The Copyright agreement states “The template and any file, document, or other work including or derived from the template may NOT be sold,
distributed, published to an online gallery, hosted on a website, or placed on any server in a way that makes it available to the general public”

29. “Althoughmanycompanies
regularlyexecuteonseveral
dimensionsofthisframework,
recentresearchfoundthatonlya
fewcompanyarefullymaturein
alldimensions.”
Van Dam, N., & Masie, e. (2018). [Interactive] The ACADEMIES framework: Exploring its nine dimensions. Retrieved 29 September 2019, from http://elevatinglearningbook.com/the-academies-framework-an-interactive-exploration-of-its-nine-dimensions/

30. “In the face of constant change, the imperative to
elevate the function is clear. L&D functions that
fortify their governance model and align it with the
organization’s overall strategy gain long-term
credibility and stability.”
– Nick Van Dam, Global Chief learning officer (CLO) at McKinsey& Co.
Van Dam, N., & Masie, E. (2018). Elevating Learning & Development (1st ed., p. WHY IS L&D GOVERNANCE IMPORTANT—AND WHAT DOES “GOOD” LOOK LIKE?). McKInsey & Company.

31. Benedicks, R. (2018). Learning Ecosystems: What Are They, and What Can They Do For You? - Training Industry. Retrieved 29 September
2019, from https://trainingindustry.com/articles/strategy-alignment-and-planning/learning-ecosystems-what-are-they-and-what-can-
they-do-for-you/
Hassell, B. (2019). So You’re Thinking About Learning Governance. Retrieved 29 September 2019, from
https://www.chieflearningofficer.com/2016/06/20/so-youre-thinking-about-learning-governance/
ITASCA. (2005). IT governance (p. 7). Manchester: National Computing Centre. https://www.isaca.org/Certification/CGEIT-Certified-in-
the-Governance-of-Enterprise-IT/Prepare-for-the-Exam/Study-Materials/Documents/Developing-a-Successful-Governance-Strategy.pdf
Johnson, W. (2019). Your Organization Needs a Learning Ecosystem. Retrieved 29 September 2019, from https://hbr.org/2019/07/your-
organization-needs-a-learning-ecosystem
St. John, A. (2019). Technology Choices Need to Be Strategic. Retrieved 11 September 2019, from
https://magazine.clomedia.com/issue/october-2019/technology-choices-need-to-be-strategic/
Staff, S. (2005). Governance: The Next Learning Gap - Chief Learning Officer - CLO Media. Retrieved 29 September 2019, from
https://www.chieflearningofficer.com/2005/01/03/governance-the-next-learning-gap
Van Dam, N., & Masie, e. (2018). [Interactive] The ACADEMIES framework: Exploring its nine dimensions. Retrieved 29 September 2019,
from http://elevatinglearningbook.com/the-academies-framework-an-interactive-exploration-of-its-nine-dimensions/
Van Dam, N., & Masie, E. (2018). Elevating Learning & Development (1st ed., p. WHY IS L&D GOVERNANCE IMPORTANT—AND WHAT
DOES “GOOD” LOOK LIKE?). McKinsey & Company.

32. A Framework for Enterprise Learning Solutions Management
Heather L. Hutchens, MBA – HCM
Learning Solutions Consultant
PURE™ Learning Knowledge Summit 2019

33. PURE™ Learning Knowledge Summit 2019
Heather L. Hutchens,
MBA – HCM
Learning Solutions
Consultant
@H2Learn
linkedin.com/in/cnsltnt