What Makes Us Different

It’s in our company name — “Learning Linked to Business Results”

  • Our work is important. We bring a passion for improving performance by applying organizational learning and knowledge. We start by working with top leadership to clearly define the current business state and the business needs. As a team we explore what an improved future state can be. We then identify the gap, and develop a plan to close it with desired business solutions that have an impact.
  • We firmly believe people support what they help create. Adult learners have a need to be in control of reaching learning and business goals and their learning must be meaningful. They want training that applies to their work at the time they need it. Training must be linked to results. Our teaching strategies encourage autonomous continuous improvement teams. Based on guiding principles of top leadership, we facilitate the efforts of the implementation team to decide for itself how learning and doing should be carried out, and how to distribute the essential roles/duties among members to implement changes.
  • We understand the importance of social learning — very few work or learn in isolation. We celebrate accomplishments and encourage others, fostering enthusiasm for teaching, learning, and applying knowledge that creates business results. We feel it is not just the objectives and outcomes of what learners “need to know,” but we need to balance “knowing” with what learners “need to be able to do,” and what learners “need to think or care about.” We take a balanced active learning approach combining the ABC’s of learning: Affective, Behavioral, and Cognitive learning.
  • Quality requires great people and great service – however quality requires great processes. We employ Deming’s plan-do-check-act cycle: a four-step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement of training programs. All too often, training projects take on a process akin to a sewer pipe – everything goes out the end of the pipe but no evaluation comes back — as a result, the link between training investments and business results is lost. We see this in manufacturing as well— its called throwing a design over the wall to operations. The link between design, manufacturing, and quality breaks and the opportunities for continuous improvement lost.