List of Figures

A The Business of Learning Pyramid
1.1 The Language of Business
1.2 Career Success Requires Increasing Fluency in the Language of Business
1.3 Example of Mission and Vision Statements, Strategies, and Goals
2.1 How Learning Impacts Performance
2.2 Framework for Making the Business Case for Learning
2.3 Decision Tree to Provide Learning
2.4 Steps in the Creation of the Business Plan for Learning
3.1 Typical Organizational Structure for a Programs-Based Corporate University
3.2 Typical Organizational Structure for a Functional-Based Corporate University
3.3 Enterprise Program Costs (pie chart)
3.4 Enterprise Program Costs (stacked bar chart)
3.5 Work Sheet for Calculating Opportunity Costs
4.1 The Five Steps of Strategic Alignment
4.2 Description of the Strategic Alignment Process
5.1 The Seven-Step Process to Create a Business Case
6.1 Essential Chapters in Your First Business Plan for Learning
6.2 Chapters in a Mature Business Plan for Learning
6.3 Steps in the Creation of the Business Plan for Learning
6.4 Timetable for Creation of a Business Plan for Learning in a Smaller Organization
6.5 Timetable for Creation of a Business Plan for a Larger Organization
7.1 Sample Agenda for a Board Meeting
7.2 Board of Governors
7.3 Sample Agenda for a Board of Governors Meeting
7.4 Enterprise Learning Council
7.5 Sample Agenda for an Enterprise Learning Council Meeting
7.6 Enterprise Program Board
7.7 Sample Agenda for an Enterprise Program (Marketing) Board Meeting
7.8 Business Unit or Division Learning Council
7.9 Sample Agenda for a Business Unit Learning Council Meeting
8.1 The Five Measurement Levels of Kirkpatrick and Phillips
8.2 Efficiency Measures for Learning and Development
8.3 Effectiveness Measures for Learning and Development
8.4 Sample Level 1 Questions
8.5 Example of a Normal Distribution
9.1 Examples of Specific, Measurable Goals (Plans)
9.2 The Three Executive-level TDRp Reports
10.1 Fixed, Variable, and Total Costs for a Representative Firm
10.2 Marginal and Average Cost Curves for a Representative Firm
10.3 The Profit Maximizing Level of Output for a Representative Firm
10.4 Comparison of the Firm and Learning Function
10.5 Marginal Cost for a Typical Course
10.6 Marginal Gross Benefit for a Typical Course
10.7 Three Scenarios for Determining the Optimum Size for a Course
10.8 Ranking of Subgroups by Expected Impact
10.9 Example of Decreasing Marginal Returns
10.10 Example of Increasing Marginal Returns
10.11 Example of Constant Marginal Returns
10.12 Example of Mixed Marginal Returns
11.1 Marginal and Average Cost Curves for a Representative Firm
11.2 Graphs of Development, Instructor, and Materials Costs
11.3 Marginal and Average Cost Curves for Table 11.2
11.4 Marginal and Average Cost Curves for Table 11.3
11.5 Marginal and Average Cost Curves for Table 11.5
11.6 Smoothed Cost Curves for a Typical Course with Increasing Marginal Costs
11.7 Calculation of Average Cost for a Typical Course
12.1 Characteristics of a Centralized Model
12.2 Characteristics of a Decentralized Model
12.3 Roles and Responsibilities in a Hybrid Model
12.4 Choosing the Best Structure
12.5 Advantages and Disadvantages of the Corporate Funding Model
12.6 Advantages and Disadvantages of the Allocation Funding Model
12.7 Advantages and Disadvantages of the Discretionary Funding Model
12.8 A Sample Mixed Model for Funding
13.1 Key Elements of Managing Learning Like a Business
13.2 Checklist for Running Learning Like a Business
13.3 The Journey

Appendix B
1. Description of the Strategic Alignment Process
2. Strategic Alignment of Learning to the Organization’s Goals

Appendix C
1. HR Outcomes and Processes
2. TDRp Framework
3. Sample Summary Report for L&D
4. Sample Operations Report for L&D
5. Sample Program Report for L&D