Learning Strategy

The client was transforming the roles and responsibilities of its Budget and Control (B&C) organization. To prepare global B&C associates for the change, they wanted to develop a 'training academy' that:

• Aligned with core accounting competencies from AICPA's Chartered Global Management Accountant (CGMA) program.
• Provided a personal learning experience that tied CGMA online learning topics with real-life work.
• Was cohort-based, to create a learning community and strengthen organizational relationships and networks.

The design of the B&C learning academy would serve as a future template to build out a broader learning academy for the entire global Finance organization.

Contracted via The CARA Group, Heather Jencks (of Strategic Ascent, Inc., now Clever Tern):

• Researched and partnered with the client to identify the most critical and relevant CGMA core competencies and desired capabilities for the B&C organization.
• Designed and developed a holistic learning strategy that:
  • Defined a recommended order for the cohort to complete CGMA online learning content.
  • Incorporated self-paced and recommended online learning content, on-the-job application activities, social/cohort learning meetings, and onsite cohort learning events.

After presenting the overarching learning strategy, Heather was asked to continue with the project to fully develop and facilitate the pilot of all program components, including:

• Program kickoff communications and meeting materials.
• Participant workbooks, and learning journals.
• Virtual cohort meeting materials (facilitator guide and PowerPoint presentation).
• Three 3-day onsite intensive learning workshops (facilitator guides, participant workbooks, and PPT presentation).

The program was piloted with 10 associates and leaders from across the globe and received highly positive reviews and results-based qualitative feedback from participants' leaders and client partners.

When the project came to a close, the leadership for this project shifted. The client's intent was to use this program as a template to further build out the academy.

The VP of Talent Management identified a critical need for leadership training throughout the organization and wished to develop a 70/20/10 leadership education program that better aligned with how people learn. A key requirement for this program was to focus on core leadership skills and to adapt to learner needs based on where they were in their development; i.e.,  it must address the needs of emerging, high-potential leaders, new frontline managers, and experienced, incumbent leaders.

Contracted via The CARA Group, Heather Jencks (of Strategic Ascent, Inc., now Clever Tern):

• Conducted a current and desired future state assessment of the company's manager training needs, offerings, and target audience.
• Recommended and validated learning topics and target learning objectives.
• Designed a 70/20/10 flexible learning strategy that:
  • Included self-paced, social, and facilitator-led learning options.
  • Addressed learning needs for new, mid-level, and senior leaders.
  • Provided a recommended flow for the learning experience.
  • Defined necessary support resources.
• Developed a 'blueprint for development and implementation' that:
  • Outlined critical details of each program component (e.g., target audience, purpose, topics, delivery method).
  • Defined an implementation communication plan.
  • Recommended 'bare minimum' resource requirements for program development and implementation.
  • Recommended a timeline for development and implementation.

Upon reviewing the learning strategy, the client expressed, "This is my dream design!" The client used Heather's design and blueprint for development to build and fully implement the learning program.

The client was responsible for a national 'new agency owner' sales education program to develop the business acumen and sales capabilities of new insurance agency owners. The program was ten-weeks and largely lecture-based.

They requested Heather Jencks' (of Strategic Ascent, Inc., now Clever Tern) support to transform the program into a shortened, yet still impactful, interactive learning experience that accelerated time-to-productivity.

Over the course of 18 months, Heather partnered with the client and:

• Shortened program length from ten to six weeks.
• Lessened participant time-away-from-home to attend the national sales school.
• Redesigned the entire curriculum flow and content, based on the essential knowledge, skills and capabilities required of new agency owners.
• Transformed dry, lecture-based modules to learner-centric, interactive and experiential learning experiences.
• Designed, developed and facilitated a train-the-trainer for team facilitators to strengthen interactive facilitation skills.
• Implemented and refined the new program over time via a staggered design, development, and module piloting approach.

The redesign effort resulted in:

• Accelerated time-to-productivity for new agency owners.
• Increased contact-to-close ratios for participants of the revised program, when compared to agency incumbents.
• Stronger relationships between the national 'new agency owner' sales education team and regional education teams.
• Improved satisfaction in qualitative feedback among program participants.