Part One—Introduction to the Business of Learning

Chapter 1 Business Fundamentals for the Learning Manager

Speaking 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

Chapter 2 The Business Case for Learning: Program Level

Why Does an Organization Invest in Learning?
The Impact of Learning
How About Nonprofits?
The Business Case for Learning
The Business Plan for Learning

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

Part Two—Strategic Alignment and the Business Plan for Learning

Chapter 4 Strategic Alignment

Definition of Strategic Alignment
The Strategic Alignment Process
Strategic Alignment Results
Business Goals versus HR Goals
The Seven Myths of Strategic Alignment
How Do Competencies Fit In?

Chapter 5 The Business Case for Learning: Enterprise Level

Benefits 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?

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 Plans, Estimates, and Forecasts

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

Chapter 8 Measurement and Evaluation

Why Measure?
The Levels and Types of Measurement
Obstacles to Measurement
The ROI Controversy
Measurement Strategy
Calculation and Use of Net Benefits

Chapter 9 Disciplined Execution

Specific, Measurable Goals
Clear Roles and Responsibilities
Disciplined, Data-Driven Process
Use of Reports
Common Objections to Running Learning Like a Business

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 the Program Be?
Which Programs Should Be Selected?
How Long Should a Program Be?

Chapter 11 Implications of Scale and Cost for Pricing, Canceling Classes, and Plan Revisions

Executive Summary
Scale and Cost
Implications for Pricing
Implications for Canceling Classes and Courses
Implications for Plan Revisions

Part Five—Conclusion

Chapter 12 Organizational Structure and Funding

Structure of the Learning Organization

Chapter 13 The Business of Learning: Pulling It All Together

Vision and Mission
Running Learning Like a Business
The Journey



A Enterprise Learning Data Template
B A Sample Business Plan for Learning
C Introduction to Talent Development Reporting Principals (TDRp)
D Roles and Responsibilities

Roles and Responsibilities for the Learning & Development Department and the Sponsor (Goal Owner)


About the Author