Digital Learning Strategy
- Develop or review

Many organisations lack a coherent road map or story on how to create a portfolio of learning services that enables teams to flourish and individuals to take control of their own development.

Developing a (digital) learning strategy means taking control and having a clear vision of where you want to be.  It defines the portfolio of services that you wish to provide across your organisation.  But most importantly, it defines an execution plan that makes sure you get there efficiently.

It is said that most strategies are reasonably well written and defined but most fail because of poor execution.  Whether you are developing a new strategy, or need to undergo a strategic review, we can help you.  Using a tried and tested framework, our learning advisors will work with you to paint a vision of success for the future and provide an operating model to make sure you get there.  Our learning advisors take you through these steps:

1 – Where are you now?

We help you analyse your:

  • Current organisation and its strengths, weaknesses, opportunities and threats
  • Core competencies
  • Environment
  • Customers and stakeholders
  • Competitors or peers
  • Current portfolio of services
  • Future demands and needs

Learning Experience Platforms

Learning Experience Platforms

As demand for LXP's has grown many providers have improved their offerings. This document reviews the solution capabilities that are available in the evolving learning platform market.

2 – Where do you want to be?

We help you to:

  • identify and evaluate strategic options
  • develop a clear and communicable vision
  • develop a clear set of core values that will drive your future team
  • Identify a core purpose which your people, systems and process will be aligned to
  • Identify what makes your new plan unique



Assessing and training employees in digital skills results in improved productivity, innovation, agility, and work quality. We explore the impact of digital skills gaps on organisations, how to determine if you have a gap in productivity and collaboration tools skills, and how to improve digital skills across your organisation.

3 - How are we going to get there?

Most importantly, we help you to build an operating model that will ensure you can focus on execution and success.  We help you to (not exhaustive):

  • Identify the right people with the right skills and the right motiviationto join in the journey
  • Develop a leadership team, aligned to your values and vision.  To build the team with a high degree of trust and openeess
  • Identify 3 year, 1 year and 90 day goals
  • Build a meeting system that is efficient and effective – one that deals with progress and issue resolution
  • Develop an accountability plan
  • Develop and document all core processes


This is just a flavour of how we can help you to take control and develop steps towards a long term vision.  To find out more, chat to one of our learning advisors.




The surprising leap - LMS to Learning Experience Platform

Developing, deploying and maintaining content that is relevant, accessible and engaging is challenging. Learning Experience Platforms (LXP’s) offer a solution.


From SCORM to scalable L&D solutions

We have been having conversations with our clients about the move away from SCORM. We look at ways to make the move - whether it's a small step or a giant leap.


Learning in the flow of work

'Learning in the flow of work' is a concept where learners can easily and quickly access answers or short pieces of learning content that will help them to do their jobs, at the point of need.


The moment of opportunity for learning development

L&D has a real chance to create genuine value. Budgets are increasing, especially in the digital space, and Learning & Development has the support of executives. Now we are at a crossroads where we have real new opportunity and we need to decide what we're for.


Reducing barriers for organisational learning

We all know that the workplace is changing, people are more mobile and increasingly remote, new talent is hard to find and we need to ensure we can grow from within. This shift has enabled us to become much more ambitious as providers of learning services, to try new techniques and add value like never before.


What CEO's really want from learning development

What has changed since we spoke with Donald Taylor about the 'training ghetto' in 2014? The risk he described - that Learning & Development professionals would be marginalised by failing to adapt - is still very much present.