Contents

List of Tables …………………………………………………………………………………… xi
List of Figures …………………………………………………………………………………… xv
About This Book …………………………………………………………………………………… xvii
Acknowledgments …………………………………………………………………………………… xix
Special Recognition …………………………………………………………………………………… xxii
Foreword …………………………………………………………………………………… xxii
Introduction …………………………………………………………………………………… 1
Reader’s Guide …………………………………………………………………………………… 6
Glossary …………………………………………………………………………………… 7

– Part One Introduction to the Business of Learning –

Chapter 1 Business Fundamentals for the Learning ManagerSpeaking the Language of Business
Why Do Organizations Exist?
How Do Organizations Measure Their Success?
How Do Organizations Track Their Progress and Keep Score?
How About Financial Reports?
The Income Statement for a Learning Function
The Labor Rate and Fully-Burdened Labor Rate
Variable and Fixed Expenses
Conclusion
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Chapter 2 The Business Case for Learning: Program LevelWhy Does an Organization Invest in Learning?
The Impact of Learning
How About Nonprofits?
The Business Case for Learning
The Business Plan for Learning
Conclusion
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Chapter 3 How much Are We Spending, and Where Is it Going?How Much Is the Organization Currently Spending on Learning?
What Is It Being Spent On?
How Many Resources Are Dedicated to Learning?
How Many Are Served by Learning?
Opportunity Costs: The Value of Participants’ Time
Conclusion
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– Part Two Strategic Alignment and the Business Plan for Learning –

Chapter 4 Business Fundamentals for the Learning ManagerDefinitions of Strategic Alignment
The Strategic Alignment Process
Strategic Alignment Results
How Do Competencies Fit In?
Conclusion
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Chapter 5 The Business Case for Learning: Enterprise LevelBenefits and Costs for Strategically Aligned Learning
Benefits and Costs for Unaligned Learning
Other Costs
The Business Case for Learning at the Enterprise Level
What is the Right Level of Investment?
Conclusion
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Chapter 6 The Business Plan for Learning
What Is It, and Why Is It Important?
Contents of the Business Plan for Learning
Creating the Business Plan for Learning
The Importance of Specific, Measurable Goals
The Role of Estimates and Forecasts
Conclusion
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– Part Three Managing the Learning Function Throughout the Year –

Chapter 7 Governance
Why Have Governing Bodies?
Effective Use of Governing Bodies
Four Levels of Governing Bodies
Conclusion
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Chapter 8 Measurement and Evaluation
Why Measure?
The Levels and Types of Measurement
Obstacles of Measurement
The ROI Controversy
Evaluation Strategy
Calculation and Use of Net Benefits
Conclusion
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Chapter 9 Disciplined Execution Specific Measurable Goals
Clear Roles and Responsibilities
Disciplined, Data-Driven Process
Use of Scorecards
Common Objections to Running Learning Like a Business
Conclusion
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– Part Four The Economics of Learning:
– Improving Your Efficiency and Making Better Choices –

Chapter 10 Program Selection, Size, and Duration
Executive Summary
Economic Theory
Application to Learning
– Concept of Profit Maximization Applied to Learning
– How Large Should a Program Be?
– Which Program Should Be Selected?
– How Long Should a Program Be?
Conclusion
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Chapter 11 Implications of Scale and Cost for Pricing, Classes and
Plan Revisions
Executive Summary
Scale and Cost
Implications for Pricing
Implications for Canceling Classes and Courses
Implications for Plan Revisions
Conclusion
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– Part Five Conclusion –

Chapter 12 Organizational Structure and FundingStructure of the Learning Organization
Funding
Conclusion
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Chapter 13 The Business of Learning: Pulling It All Together
Vision and Mission
Running Learning Like a Business
The Journey
Conclusion
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Appendices –

A
B
C

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Enterprise Learning Data Template
A Sample Business Plan for Learning
Online Resources
Index
About the Author
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