L&D consulting beyond agile.
Let’s create a dynamic L&D infrastructure
for just the results you need.
Reaching goals, satisfying stakeholders, making a difference.
We’re passionate about your L&D success.
L&D’s task is to prepare the company’s most valuable asset—the people—to show the behavior needed to achieve the organization’s targets. It is a natural demand of the current VUCA/BANI world to do this in an agile way. Based on scientifically proven models and two decades of experience we support you with the Dynamic Loop Method. L&D that is holistic, dynamic and highly adaptive.
Functional 5-phase method for short-term business goals
and long-term employee development goals
Business sponsors are on board from the very beginning. Based on current business needs, they set short-, medium- and long-term goals. Business managers in the company, HR as well as organizational development and their external partners then jointly analyze and define the need for new success-critical behavior on the part of the employees. What (new) behavior should be demonstrated in the future to achieve current goals?
In this second phase, internal HR and organizational development and the external partners design processes that fit the goals defined. In this context, they answer the question: How should employees be prepared in order to be able to demonstrate the expected behavioral change in everyday life? In the process, they either set up new development initiatives or further develop existing ones.
Here we focus on sustainable future implementation (transfer effectiveness), which can only succeed in conjunction with the relevant stakeholders and those affected. How will different units and individuals in the company support each other in learning? For this purpose, arrangements are being made. We create a strong and flexible co-learning, communication and implementation network. The more tightly woven the network, the greater the likelihood of success.
In this phase, we deliver. Employees experience the respective development initiative in a precisely coordinated mix of digital and analogue formats. They experience meaning, witness immediate results, and know that their time investment is worthwhile. Short-term support is complemented by long-term perspectives that are repeatedly presented to them.
At three-month intervals, we review and evaluate everything that has happened up to that point. Are the goals still visible? Is the relevance,
quality and implementation success appropriate? Depending on the results of this evaluation, the initiatives are re-adjusted. Sometimes more, sometimes less. Last but not least, the sponsors are asked to provide feedback and to refine the goals that have been set. The loop phase forms the transition to another phase one.
HR + L&D for business impact
More often than not, training without a strong connection to business reality is a waste of time and budget. A hurtful truth, but also a great chance. To make a difference, learning and development need to positively and above all measurably impact real-work performance. “Start with the end in mind” is the motto. And before any training is even designed, this equals the question: Which business challenge do you aim to solve?
The Power of RoE
Each development initiative is just as good as its inclusion into business reality. With RoE, this business reality is captured. It stands for Return on Expectations and covers the complexity of people development in a highly effective way. Fueled by detailed stakeholder expectations and translated into measurable criteria, RoE is the ultimate base and guide for all following steps of effective learning and development design and delivery.
The evaluation mindset
Training and transfer evaluation is not a single event but a continuous process that accompanies any truly effective development measure. A balanced and always modulated set of quantitative and qualitative evaluation elements helps you to roll-out learning events that add measurable value to immediate challenges as well as long-term strategies.
Trackable business impact by development measures is possible and it is not far out of reach. The biggest secret – which is no secret at all – lies in investing a serious amount of time and creative energy at the beginning of a measure. That means: Detailed expectation clarification and definition of indicators, definition of clear measure criteria and ongoing multilevel evaluation and adaption.
Founder and Chairperson at Think Beyond Group | Author | Investor | Reflection Guide & Coach for top-level executives