Fall 2012 CLO Symposium

• 
  Sarah Kimmel
  Director of Research & Advisory Services
  Chief Learning Officer magazine
• 
  Chris Tratar
  Senior Director, Product Marketing, Talent Management
  Saba

Learning That Lasts: The Impact of Strategic Learning on Business Performance

Learning is a key component of an organization built to last. Yet most training is informal and hard to measure, and its effects on productivity are even more difficult to quantify. Given all that, how do you determine the impact learning is making on an organization? More importantly, how do you make it a strategic enabler?

Join this session to learn the results of a joint research study by Chief Learning Officer magazine and Saba, in which your fellow CLOs offer their views on the current state of strategic learning, including:

• The impact of learning on business.
• Aligning learning success metrics with business metrics.
• Articulating the impact to other business functions.
• Leveraging new technologies to improve the impact of learning.

• 
  Mike Prokopeak
  Vice President, Editorial Director
  Human Capital Media Group

• 
  Gary Vaynerchuk
  Co-Founder, VaynerMedia
  Best Selling Author, The Thank You Economy

With the rise of the Internet and the power of the common consumer, businesses must look backwards for the keys to success. In this environment, the kind of caring their grandparents’ businesses showed their customers is essential to survival. Otherwise, be prepared to watch the competition go by.

Today, individuals and organizations that out-care and out-love their competition — emphasizing quality, value, responsiveness and attention to detail — see the biggest returns. This matters even when planning enterprise-wide learning and developmental initiatives. Just as with external customers, employees’ demands for authenticity, originality, creativity, honesty and good intent make it necessary to revert to a level of service rarely seen since our great-grandparents’ day when business owners knew their customers personally and gave them individual attention. Everyone in business today must adjust.

In this keynote, Gary Vaynerchuk shares how social media is the tool that allows organizations to show their customers and employees they care. Networks give them the opportunity to listen and engage with not only their customers but anyone having a conversation. Using social media, organizations are able to take part in the one-on-one conversations and interactions that show consumers and employees that they are important. We are on the verge of the humanization of business, and victories will be measured by how much an organization cares about its people.

You will learn:

• The reality of the current business environment and the rise of social media.
• The principles of good customer service in the Internet era.
• How to treat your employees with the same concern and care as your most valued customers.

• 
  Tamar Elkeles
  Vice President
  Qualcomm Learning Center
• 
  Diana Thomas
  Vice President of U.S. TL &D, Hamburger University
  McDonalds Corp.
• 
  Dr. James McMichael
  Acting President
  Defense Acquisition University
• 
  Dan Bielenberg
  Director of Capability Development Strategy
  Accenture
• 
  Sarah Kimmel
  Director of Research & Advisory Services
  Chief Learning Officer magazine

High-performing organizations are driven by high-performing learning and development functions. In this panel discussion, you’ll hear from learning executives from the top companies for learning and development, as recognized by the Chief Learning Officer LearningElite benchmarking program.

Panelists will share insights on such topics as: 

• Developing and evolving your learning strategy.
• Tips and advice for learning execution excellence.
• The role of measurement and analytics in determining impact.
• Practices for garnering and sustaining executive involvement in L&D.

• 
  Barbara Feldman
  Global Learning Leader for Executive Development
  GE Energy
• 
  Elizabeth Rayer
  Principal and Director of Corporate Education
  Vantage Partners

Abandoning the “one person, one boss” rule, embracing and empowering lateral decision making within an organization can overcome many of the challenges created by the increasing complexity of today’s organizations. Specialization within departments creates highly focused and deeply skilled operational teams, but this can lead to the silo mentality that hinders cooperation, innovation and the flow of information and ideas. Today’s global matrixed organizations are designed to tear down these silos and ultimately create a structure that can be more responsive to swiftly changing business needs. However, these benefits can only be realized if leadership “designs in” how the matrix should work and if employees have the skills to operate in the new matrix environment.

Join this session on building a culture and structure that helps the matrix work more effectively. We will look at the four key components of a successful matrix and how to implement it strategically at the organizational, team and individual levels. 

By attending this session, participants will:

• Evaluate the effectiveness of their current matrix model.
• Learn the four elements of the Matrix Working?! framework.
• Be able to determine where the biggest gaps are that, when addressed, result in a matrix that works more effectively.

*Trademark of General Electric Company

• 
  Pete Steinberg
  Principal Consultant
  Innovative Thought
• 
  Maria Taylor
  Managing Director, Penn State Executive Programs, Smeal College of Business
  Penn State

The ability to innovate faster and more profitably than competitors is a requisite for success. For companies that are founded on new products, the focus on innovation has always been a fundamental part of the culture. For many companies, the move to dynamic-innovation is more difficult.
Aligning talent development plans with innovation and growth goals is a valuable way you can make a long-lasting contribution to your organization’s success. In this session you will learn how to identify and develop innovation leaders who will be the catalyst for change by bringing diverse parts of the organization together to launch new products and services. You will also acquire ways to enhance creativity and design thinking into your organization.

The objectives of this session are to learn how to:

• Identify, recruit and develop a successful innovation leaders based on proven leadership competencies and best practices.
• Align organizational practices to support successful innovation.
• Develop and align innovation leader talent development roadmaps to innovation and growth goals.

• 
  Shruti Kala
  Senior Manager, Product Marketing
  Saba
• 
  Wayne Williams
  Manager of Professional Services for Channel and Certification
  SMART Technologies

With the increase in globalization, the size of extended enterprise is growing rapidly. Channel partners, franchisees and resellers are becoming as crucial to an organization’s success as its own employees. Join this session to discuss how organizations across a range of industries are extending learning to their entire value chain and turning learning into a strategic function by:

• Increasing revenues by millions of dollars by enabling and engaging channel partners.
• Reducing time to productivity of new hires or new channel partners by up to 50 percent.
• Saving millions of dollars in training costs by automating the processes.
• Increasing CSAT scores dramatically while developing and engaging the value chain.
• Turning learning into a profit center by charging customers and partners for training.

• 
  Alan Rubin
  Manager, EMG Training Delivery and Development
  CenturyLink

It takes a powerful learning and reinforcement strategy to tame the wild ways of your most zealous “sales cowboys.” Motivating sales professionals and their managers presents several challenges, not the least of which is convincing them that training will improve their job performance. Once you’ve harnessed their energy and passion for learning, the next aim is reinforcing your sales methodologies and helping your sales leaders coach to drive results.

Attend this workshop to learn about the approach CenturyLink has been using to:

• Introduce sales methodologies.
• Foster cultural changes within the sales organization.
• Manage change due to acquisitions and mergers.
• Modify courseware delivery strategies to meet new demands.
• Reinforce the sales skills learned throughout the sales process.

Workshop participants will also be invited to share their best practices with their colleagues in these areas.

• 
  Tracy Cox
  Director, Applied Strategies
  Raytheon Professional Services, LLC
• 
  John Tustin
  Operations Director for Competence Solutions
  Petrofac Training Services

High-consequence training — training conducted for high-stakes, high-risk environments — is necessary in many industries. Highly regulated markets such as health care, oil and gas, financial services and manufacturing face these training challenges every day. For 90 years, Raytheon has provided high-consequence training for organizations such as NASA, the military and the Federal Aviation Administration — organizations that require 100 percent mission assurance.

In this session, you will learn:

• What high-consequence training is and when it is necessary.
• How the key tenets of high-consequence training can positively impact the outcomes of any organization.
• How Raytheon Professional Services and Petrofac Training launched the hi-con training program at the Johnson Space Center for oil and gas workers in the Gulf of Mexico.

• 
  David Birnbaum
  Vice President, Learning
  Coldwell Banker Real Estate

Mobile learning is a major shift in how training is delivered at the enterprise level. It is a move away from expert presentations and organized courses to learning that is social, mobile, location-based and participatory. Of course, mobile learning can be the same old methods on a smaller screen, but that approach doesn't use the unique affordances of this new medium. Join David Birnbaum of Coldwell Banker to hear about one company's journey on the road to implementation of mobile learning. The journey is not over, but Birnbaum will talk about initial first steps that didn't work, how they extended a social portal using tablets and how the company is now exploring new ways of thinking about mobile. The learning team at Coldwell Banker is still scanning the mobile learning landscape; in this session Birnbaum will share what they have discovered.

In this session, participants will learn:

• To develop a business rationale for the implementation of mobile learning.
• To avoid making basic mistakes in piloting mobile learning.
• To extend e-learning into the mobile arena through the use of tablet computers.
• To develop and execute a mobile learning plan that is aligned with the organization’s business objectives.

Hosted by American Public University, Aptara and Skillsoft

*Breakfast will feature a plated service.  We would appreciate your cooperation in arriving on time.

• 
  Mike Prokopeak
  Vice President, Editorial Director
  Human Capital Media Group

• 
  Gabe Zichermann
  CEO
  Gamification.co & Dopamine Inc.

Companies are realizing the power of gamification to enhance work, reaping spectacular increases in productivity, engagement, innovation and outcomes along the way. The gamification of human capital will transform a wide range of industries, and Gartner estimates by 2015, 25 percent of all innovation in the enterprise will come from game mechanics. In this session with gamification expert and author Gabe Zichermann, we’ll learn what’s behind this extraordinary trend, key successes and failures, and major design patterns that will enable your organization to take advantage of this innovation.

In this session, you will learn:

• How to attract, train and retain top talent using gamification.
• Key innovation approaches and techniques based on game mechanics.
• Tangible design patterns to embrace and avoid.

• 
  Figin Seng
  Regional Head of Learning and Talent Development
  Estee Lauder Cos.
• 
  Kathy Woods
  Senior Partner, Leadership and Talent Consulting, Global Leader, Leadership Development
  Korn/Ferry
• 
  Pushp Deep Gupta
  Managing Principal, Leadership and Talent Consulting
  Korn/Ferry

Rapid expansion in Asian economies, insufficient talent pipelines, amplified talent gaps: These were the realities The Estée Lauder Cos. faced in Asia-Pacific to prepare for sustained leadership and growth.

With senior leaders’ endorsement and a mandate to act quickly, Figin Seng — the company’s APAC global learning and talent development regional director — developed a vision and approach for the pan-Asia region that sets new standards of excellence for accelerating the development of capable, qualified and talented leaders.

Attend this session to discover how Estée Lauder made leadership development more than skin deep and learn:

• What it takes to lead as individuals and organizations in Asia-Pacific.
• How to rapidly build a high-quality leadership pipeline in a market that is already strapped for talent and moving at warp speed.
• How to build a strong employer brand by focusing on leadership, learning and talent.
• Lessons discovered by breaking down the myths of leadership in Asia-Pacific.

• 
  Thomas Quinn
  Program Manager, College of Leadership — FMC University
  FMC Technologies
• 
  Madelyn Yucht
  Vice President, Performance Excellence
  Linkage

FMC Technologies, a global provider of technology for the energy industry, set out to improve customer service scores to maintain a competitive advantage and grow profitability. The intention was to create a customer-centric culture focused on engaging employees at all levels of the organization. To accomplish this, FMC partnered with Linkage to design and implement a customized leadership development initiative focused on the success of its customers.
Since launching the initiative one year ago, more than 20 percent of the 2,300 associates have completed the customized training. To date, Net Promoter customer satisfaction scores have improved by more than 20 percent as a result of the training, contributing to FMC’s above-industry average.

In this session, you will learn how to:

• Implement a customized learning solution in alignment with strategic business objectives.
• Create a customer-centric culture focused on excellence at all levels.
• Develop a sustainable curriculum for a diverse, cross-functional employee population.

• 
  Bob Lally
  U.S. Navy Captain (Ret.), University Dean, Homeland Security
  Colorado Technical University
• 
  Colen Willis
  Director, IT Operations
  CSC (Computer Sciences Corporation)

Soldiers who have served in the war on terror will be transitioning back to civilian society in need of education to move into the workforce. Returning soldiers need education, but are often challenged with having to start from square one. In this session, you will have the opportunity to learn from Computer Sciences Corp. on its experience hiring returning military and the educational alliance with Colorado Technical University (CTU) in educating its employees. In addition, CTU will share the educational support given to returning soldiers as well as what corporations can utilize to attract and retain veterans as valuable employees.

In this session, you will learn how to:

• Interpret and apply information related to the organization’s operations from internal sources, including finance, accounting, business development, marketing, sales, operations and information technology, to contribute to the development of the organization’s strategic plan.
• Participate as a contributing partner in the organization’s strategic planning process.
• Establish strategic relationships with key individuals in the organization to influence organizational decision making.
• Influence and establish criteria for hiring, retaining and promoting based on job descriptions and required competencies.

• 
  Koreen Olbrish
  Senior Product Manager, lyndaCampus
  lynda.com

The new culture of mobility defies constraints of the training room and traditional e-learning. As a result, employees increasingly look for innovative ways to access information anywhere at any time. Who are the new mobile learners? Find out what your organization needs to do, and what other employers have done, to meet the demand for a mobile learning strategy. 

At the end of this session, you’ll be able to describe mobile learners:

• Who are they?
• What do they want and expect?
• Where do they want it?
• Why do they want it?
• How can you meet their needs?

• 
  Richard Garrison
  Vice Chancellor
  VA Acquisition Academy
• 
  Michael Flentje
  Human Capital Managing Director
  PricewaterhouseCoopers

The Department of Veterans Affairs relies on a capable and high-performing program management workforce to successfully manage its critical programs that provide services and benefits to America’s veterans. To provide its program managers with the knowledge, skills and capabilities required to best serve the organization’s mission, the department is taking a long-term approach to workforce development through implementation of a fellows program to grow its talent pipeline. Join Richard Garrison, vice chancellor of the Veterans Affairs Acquisition Academy Program Management School, and Michael Flentje, human capital managing director for PricewaterhouseCoopers, to learn about the experiential multi-modal approach the department is taking to develop the program management workforce of tomorrow. The fellows program design reduces learner time to performance by going beyond a typical blended model, incorporating the right mix of both formal and informal learning elements to develop participants’ technical and leadership skills. Learn how this and other Veterans Affairs workforce development programs are changing the federal talent landscape from the bottom up, pioneering a long-term strategy to reach new levels of performance.

After this session learners will have a better understanding of:

• Designing a holistic learning model that incorporates both formal and informal elements to develop learners’ technical and leadership skills and capabilities.
• Utilizing innovative workforce development programs as components of a long-term strategy to grow a talent pipeline and reach new levels of performance.
• How development programs founded in scenario-driven and experiential learning models can decrease time to competency and enhance participants’ job performance.

• 
  Scott Hobart
  Senior Account Executive, North America Sales Capability
  Procter & Gamble
• 
  Kelly Kiathavisack
  Learning and Development Manager, North America Sales Capability
  Procter & Gamble

As learning professionals, we know how critically important a role the manager plays in the learning process. The support a manager provides his or her learners before and after training can have a powerful effect on how motivated the employees are to learn, effectively apply the training and ultimately improve their performance on the job. So how do we get managers to engage? Join learning leaders from Procter & Gamble as they share their top 10 tools and tips for getting managers engaged.

This session will:

• Explain why manager engagement is a critical component in the development of an effective training program.
• Examine tools and tips used by Procter & Gamble to increase manager engagement.
• Discuss ways to coach managers on how to improve learner performance through training.

• 
  Jeffrey Berk
  Chief Operating Officer
  KnowledgeAdvisors, Inc.

• 
  Thomas Grant
  Dean, College of Leadership and Professional Development
  Ford Motor Co.
• 
  David Everhart
  Practice Group Leader, Global Leadership Development
  Aperian Global
• 
  Dr. Ernest Gundling
  President & Co-Founder
  Aperian Global

As the global economy’s center of gravity shifts from the mature Western world to the fast-growing East, global firms are rethinking their talent development priorities. Ford and other U.S., European and Japanese automotive companies are in the midst of a radical reorientation to this new reality. China, not the U.S., is suddenly the largest vehicle market worldwide and looks to remain so for the next two decades or more. In the past two years, Ford has re-examined the leadership development programs and processes for its most senior executives. This workshop will introduce the audience to the challenges and opportunities that this new world order presents, and to innovations Ford is making to its top-of-the-house development programs to address the growing need for globally minded executives. The speakers will also describe how Ford is partnering with Aperian Global to build its leadership capabilities in fast-growth markets including China and India.

You will learn:

• How large multinationals are changing the way they do global leadership development to match the new world order.
• How to use key market locations as sites for compelling executive development programs.
• How to use a blend of different tools and assessments to create a holistic learning experience for executives.
• How to integrate learning programs for different levels of the organization (next generation leaders to current senior executives).
• An example of one company’s approach to accelerating development of next-generation leaders in fast-growth markets.

• 
  John Ambrose
  Senior Vice President, Strategy, Corporate Development and Emerging Business
  SkillSoft
• 
  Joel Cataldo
  Senior Director, Talent Management and Developement
  Arrow Electronics Inc.
• 
  Kristin Dortz
  Manager, Global Talent Management Systems
  Arrow Electronics Inc.

How to create learning stickiness

Organizations that employ effective talent management strategies outperform their competitors by attracting, developing and retaining the best employees. The goal for any learning and development department is to have full utilization of their learning content and successful adherence to an employee development road map. However, linking learning to talent processes and increasing asset utilization can be challenging.

During this presentation you will:

• Learn how Arrow is taking a proactive approach to employee development by integrating its global talent processes, programs and platforms.
• Gain insight into the creative strategies the Arrow team has implemented to best coordinate three critical vendors to enable learning “stickiness.”
• View  real-world examples in driving and sustaining learning asset utilization.

• 
  Kate Harrington
  Vice President, Learning and Enablement
  Rogers Communications Inc.
• 
  Jason McDowall
  Director of Development, Learning and Enablement
  Rogers Communications Inc.

How do you decrease time to proficiency for new hires without compromising effectiveness? How do you take your existing training programs and redesign them to truly embrace a blended modality? Will these efficiencies create productivity gains for the business? How will you measure your success? All of these questions were asked by senior leaders at Rogers as they embarked on the journey of condensing high-volume customer care on-boarding programs. Trying to find the right split of instructional and Web-based learning was part of analysis undertaken with its partners at TATA Interactive Systems. This workshop will discuss and demonstrate how Rogers was able to achieve success in rapid change and what lessons it learned as it continues to embrace these new modalities of learning.

In this session, you will learn how to:

• Efficiently blend modality learning.
• Reduce the costs of learning and development.
• Reduce the time to competence of new hires.

• 
  Michelle Maldonado
  Associate Vice President, Corporate & Strategic Relationships
  American Public University System
• 
  Greg Ketchum, Ph.D.
  Co-Founder
  TalentPlanet

From millennials to boomers, today’s work environments are more diverse and complex than ever before. Employees are asked to do more with less, to execute swift but sound decisions and to produce successful outcomes to grow their businesses.

This presentation will share concepts and practices of authentic leadership and offer practical tips and tools to help you lead and succeed in any environment.

Learn how to:

• Make more effective decisions to generate better ROI and meaningful contributions to sustained organizational success.
• Build better bridges and thought leadership to engage peers and engender cross-collaborative support from key stakeholders and higher levels of leadership.
• Engage your inner leadership compass to access, trust and act on your own leadership intuition.
• Develop a set of daily practices to guide you in living an authentic life of purpose and meaning.

• 
  Tamara Carrillo
  Director, Partnership Professional Development
  Ashford University
• 
  Myshel Romans
  Director, Professional Development
  Ashford University

Each year, new leadership books surface with fresh trends, ideas and perspectives that can help shape the way we lead. However, most powerful and driven leaders lack the time to read and apply these new techniques. This 60-minute presentation has done all of the work for you by pulling out the best themes and strategies from the top leadership books of the year and providing you with the biggest lessons and breakthroughs to enhance your leadership style. Not only will this presentation leave you feeling “in the know,” it will provide you with powerful activities that you can easily implement back on the job and can impact both your leadership effectiveness and your team’s performance.

In this session, you will:

• Discover new insights about what today’s most successful leaders do differently to set themselves apart.
• Interact with simple yet profound activities to easily implement within teams organizationally.
• Receive custom strategies in order to improve motivation, awareness, employee engagement, and more.

Lunch will feature a plated service.  We would appreciate your cooperation in arriving on time.

• 
  Lisa Doyle
  Vice President, Learning & Development
  Lowe's Companies, Inc.

The past year provided Lisa Doyle the opportunity to expand the Veterans Affairs Acquisition Academy and to impact the broader learning and development community.

In her presentation, Doyle will share three tenets that have been the source of her success: passion, determination and courage. She will discuss her motivation to serve; passion to strategize, architect and create institutions of learning; the need to collaborate and build support to overcome challenges; the importance of building high-performing teams that share a commitment to achieve outstanding results; and the courage to innovate and transform.

Doyle will discuss the noble mission of the U.S. Department of Veterans Affairs: “To care for him who shall have born the battle, and for his widow and his orphan,” and how she and her team expanded the positive impact that the Academy has on the Department and across government to change behavior and improve performance. Of special note, she will highlight the Warriors to Workforce Program, which is providing professional opportunities to deserving returning heroes.

Finally, Doyle will highlight the opportunities she has as vice president of learning and development at Lowe's Companies, Inc. and how she is working to help create the next generation of superior customer service.

Key takeaways:

Three tenets of success: passion, determination and courage.

• 
  Sam Moore Cicotello
  Dean, Motley Fool University
  The Motley Fool

Spending your time on high-potential employees makes sense, but how many of us actually do it? Are you spending your resources and time unleashing your best, or “performance managing” your worst? Many learning professionals get in their own way by worrying about what could go wrong. Many great programs and ideas never even make it past the starting line because of these simple phrases: “People may abuse that,” “We need to prevent people from …” or “I could see someone gaming the system.” This mindset makes you focus your attention on low-performing employees, while penalizing high performers. Don’t stop short on amazing your best people. Let’s talk about the actual risks and those you aren’t assessing — the risk that you aren’t allowing your best talent to soar.

• 
  Jim Dunn, PhD
  Chief Learning Officer
  Texas Health Resources, Center for Learning and Career Development

It seems intuitive that learning professionals would differentiate between the outcomes of education versus training but this is not always the case.  To tackle this problem, Texas Health Resources (THR), a 20,000-employee strong Dallas-area hospital and healthcare provider, is strengthening organizational capacity by dividing learning deliverables into education components (knowledge) and training (performance) along with associated measures.  This results-based approach validates the appropriateness of learning outcomes and aligning learning events with the business plan. Sounds fairly simple?  Not so much. THR’s Jim Dunn shares his story of success and the challenges inherent in strategically driving learning across a large healthcare system.  

• 
  Michael Abrams
  Senior Director, Talent Optimization
  Banner Health

In this session, we’ll explore how Banner Health uses experiential learning activities to foster leadership development in its physician and leadership development programs. These experiential styles rely on a hands-on learner approach through first-hand experience, coaching and discussion to guide the key learnings. These approaches have worked well in challenge areas such as giving feedback, patient experience and tough conversations. We’ll explore how to use an improv learning activity to enable learners to practice identifying and correcting performance issues.

• 
  Gary Whitney
  Vice President, Global Hotel Learning
  InterContinental Hotels Group

IHG is on a journey to create great hotels guests love. To become great, it must place a strong emphasis on how it wins. In the service business, people help differentiate brands. How its people think and feel about its brands and their skills and knowledge is what will set IHG apart from the competition. Gary Whitney will talk about how IHG has approached putting people at the heart of its business strategy, and lessons learned along the way.

• 
  Teresa Roche
  Vice President and Chief Learning Officer
  Agilent Technologies

Teresa Roche will share the inside story of the work she has done with her CEO, Bill Sullivan, to successfully transform Agilent Technologies and what lessons she learned as a result of this journey that have shaped her as a CLO. One of Sullivan’s first commitments to the board was to ensure a world-class leadership bench, and he asked Roche and her team, along with Senior Vice President of Human Resources Jean Halloran, to help him make that statement a reality. While not all lessons will apply in every situation, Roche hopes many will resonate.

• 
  Kory Kogon
  Global Productivity Practice Leader
  FranklinCovey

Today we’re living with a paradox: it’s both easier and harder to achieve extraordinary productivity. The same technologies that bring us unlimited learning and connection can also be an unstoppable flow of information and distraction.

FranklinCovey’s 21st-century approach to productivity is not about trying to get everything done — it’s about getting the right things done in the midst of it all. And doing that cannot be accomplished with time management alone. Today’s world requires the critical skills of decision, attention and energy management.

Join Kory Kogon, FranklinCovey’s global productivity practice leader, as she identifies the five critical choices that, made consistently, will ensure you get the right things done to achieve results. She’ll share insights into how real-world participants are using the skills and tools to feel more accomplished at the end of each day.

You will understand how to:

• Intentionally discern the important from the less important.
• Clearly define the outcomes you want to achieve in your professional and personal lives.
• Implement scheduling systems to ensure you are getting the right things accomplished.
• Harness your technology in a way that accelerates your productivity.
• Consistently renew your sources of physical and mental energy.

• 
  Charles Welsh
  Senior Director
  ConnectSolutions
• 
  Peter Stout
  Senior Research Forensic Scientist
  RTI International

Taking in-person, instructor-led training to the virtual world requires much more than just a quick Web conferencing purchase. This session will walk through a real case study of RTI, a global organization that took its successful live instructor-led training program to the Web. Traversing this path required embracing mobile learning, building a new training business model and boldly transforming learning in a technology-regressive, traditional profession, and includes a surprising insight on an unexpected use of mobile technology by learners. The speakers will share how this project began, grew and is being accomplished. They will share their key desired outcomes, lessons learned and recommendations to make your training transformation project execute superbly.

Learning objectives:

• To strategically plan and manage a global e-learning system — including mobile deployment.
• How to efficiently work with vendors given the current economic environment.
• How technological developments have improved quality and efficiency.

• 
  Nina Hollon
  Executive Director, Director of Desktop Training
  Morgan Stanley Smith Barney LLC

In June 2009, Morgan Stanley and Citicorp joined forces in a new joint venture called Morgan Stanley Smith Barney, which immediately became the financial industry’s largest wealth management business.  As with all mergers and joint ventures, realizing the full potential of the business strategy depended on successfully preparing people in the new organization to understand, accept and perform in their new roles using the new technology platform, processes and procedures.  Among many things, this required a comprehensive training program to successfully adopt massive changes while ensuring business continuity and driving growth. Additionally, the training program had to accommodate multiple job roles, two legacy audiences and platforms, various blended learning elements, and support 27,000 employees across more than 700 locations. Nina Hollon, executive director and director of desktop training, will discuss this comprehensive training program, including the strategy, approach, elements, development and delivery. She will also discuss the results, having just completed this program in August.

Attendees will take away from this session:

• Training techniques (blended) that may be utilized for a large training program.
• Training program development techniques to create general and specialized training programs.
• Developing, selecting and implementing employee training programs to increase organizational effectiveness.

• 
  Dorothy Martin
  LearningLINK National Program Manager
  Verizon Wireless
• 
  Emily Crawford
  Chief Learning Strategist
  Bellevue University

Are you challenged to increase bench strength, reduce turnover, improve job performance, increase career mobility and attract motivated, committed new employees? Add budget constraints, geographically dispersed employees or the myriad other challenges and it is clear that traditional corporate learning solutions aren’t enough.

While Verizon Wireless offers a variety of internal training programs that address specific skill and knowledge requirements for its business operations, Dorothy Martin has expanded learning opportunities for employees beyond training. Find out from Martin and her learning partner, Emily Crawford, how creative solutions can help attract and retain good employees, keep them engaged and result in real growth. Crawford will describe challenges encountered while deploying large-scale learning initiatives, and Martin will share the award-winning results that make it all worthwhile. Gain insights into how their best practices can be adapted to work in your organization, with tips you can use right away.

In this practitioner session, participants will:

• Learn about three critical conditions for establishing a learning culture that fosters employee growth and development.
• Identify the prominent challenges for creating and cultivating a learning culture in your organization.
• Examine proven approaches for overcoming challenges and formulate new solutions for removing roadblocks in your organization.

• 
  Greg Long
  VP, Organizational Effectiveness
  GP Strategies
• 
  Paul A. Bejgrowicz, MBA
  Principal Consultant
  GP Strategies
• 
  Kee Meng Yeo
  Director, Enterprise Talent Development
  Amway

Amway is building a corporate university framework based on the entire spectrum of the 70-20-10 approach to learning.  It is taking an employee-centric, outcomes-based approach to build social learning, on-demand learning and career learning into its learning and performance framework that focuses on the employee experience. Amway University will be a mash-up between SharePoint and SumTotal to provide a single access point to allow a consistent approach to learning and performance assets to provide comprehensive and cohesive learning and experiential development programs for personal and organizational success. This interactive session will offer a perspective on the organizational alignment, stakeholder support, initiative team makeup and governance model needed to implement this solution and will also address the globalization and cross-cultural localization in emerging markets for implementing this outcomes-based approach to creating exemplary performance.

This session will:

• Discuss the challenges associated with implementing a 70-20-10 framework in a corporate university.
• Understand how to implement an accomplishment-based learning and performance framework.
• Create stakeholder and leadership alignment for a global, cross-cultural learning governance model.

• 
  Daniel A. Szpiro
  Dean
  Jack Welch Management Institute

Investments in executive development fit any organization’s definition of a capital investment: a significant outlay today with benefits stretching into the future. Well-established analytical tools based on forecasts of future cash flows are routinely used in organizations to evaluate capital investment options. Accordingly, CLOs should be prepared to present their executive development plans with the same sort of financial capital budgeting analyses used by other managers to justify capital investments like those in physical assets. In fact, since CLOs are competing with other managers for funding, compelling arguments to support the investment in executive development are incomplete without this form of financial analysis. This workshop will examine how to incorporate capital budgeting techniques like net present value and internal rate of return into the financial analysis of the benefits of executive development even when these benefits may be challenging to quantify.

• Attendees will be better equipped to participate as contributing members in their organization’s strategic planning process by framing investments in executive development as long-term strategic investment.
• Attendees will have enhanced knowledge to perform a cost-benefit analysis of investments in executive development.
• Attendees will have enhanced skills for quantitative analysis to support decision making.

• 
  Shruti Kala
  Senior Manager, Product Marketing
  Saba
• 
  Greg Lindamood
  Senior Training Instructor
  Santee Cooper

Regulations across the globe are changing rapidly and becoming more complex. The cost of noncompliance can be devastating for a company’s business due to huge regulatory fines, potential criminal penalties for officers, cost of litigation and negative impact on brand and revenues. Join this session to discuss how organizations in some of the most regulated industries are minimizing these risks and addressing the growing complexities of compliance by embracing technology.

In this session you will learn:

• How learning management solutions enable organizations to drive compliance and improve quality of customer care.
• Lessons learned from leading companies on how they reduced business risks worth millions of dollars by increasing their compliance levels.

• 
  Tom Kupetis
  Vice President, Learning Services
  Xerox
• 
  Henry Fetta
  Director, Finance Learning
  Kraft Foods

Kraft Foods is splitting into two independent companies on Oct. 1: one company will be an $18 billion North American grocery business, Kraft Foods Group, and the second will be a $35 billion global snacks business, Mondelēz International. So that the employees of each new company benefit from the learning and development assets that Kraft Foods developed over the years, a cross-functional team of business and learning leaders came together to establish a comprehensive development strategy and learning portal. This was done in partnership with Xerox, and this session will share the strategy, demonstrate the portal and discuss the implementation plan that will be given to both new companies.

In this session, you will learn:

• How to create a strategy for a new learning organizational structure.
• How to structure learning operations in a global organization.
• The role of governance and its importance in driving a successful learning organization.
• How to leverage technology to tie learning to performance management.

• 
  Stephen Green
  President, Graduate Programs
  2tor Inc.

In the past, online education and e-learning failed to live up to its potential.
Fortunately, the future of virtual learning is here. It’s now possible to create rich, robust and collaborative learning environments that can be delivered anywhere and anytime.

2Tor was recently recognized by Forbes magazine as one of the 10 start-ups changing the world. Attend this workshop to learn how the company is transforming online education and how you can do the same in your organization.

In this workshop you will learn how to:

• Create an effective virtual environment that can be customized to deliver an interactive and engaging learning experience.
• Increase collaborative learning through the use of virtual classrooms and social technology.
• Blend formal learning programs with informal learning to increase engagement.
• Use technology to improve access to peers, content and experts to sustain learning.

• 
  Dr. Allison Rossett
  Professor Emerita
  San Diego State University
• 
  Justin Lombardo
  Vice President, Learning Institute, and Chief Learning Officer
  Children's Medical Center of Dallas
• 
  Dan Pontefract
  Head of Learning and Collaboration
  TELUS
• 
  Stuart Crabb
  Head Learning & Development
  Facebook, Inc.

Technology opens up new, exciting and innovate ways to learn, but it also comes with a risk: In the rush to embrace emerging tools and methodologies, we can lose sight of the value of the tried, tested and true. With thin operating margins, rapid change and little room for error, the right mix is both extremely important and very challenging. In this panel discussion, a group of learning executives share their opinions on traditional and nontraditional learning tools, methodologies and structures and what it takes to create innovative, responsive and effective learning and development. Panelists will debate such topics as: 

• Where learning investments are wasted and why.
• The role of emerging learning tools like gaming and simulations in the learning mix.
• The place for traditional learning methods and practices in today’s environment.
• How technology is reshaping how learning departments deliver services.
• Traditional learning structures such as corporate universities versus new models such as virtual structures.

• 
  Paul Deegan
  Motivational and Leadership Expert
  Everest Mountaineer and Award-Winning Author

At the turn of this century, most people thought there was nowhere left on Earth to discover. Then Paul Deegan organized an expedition to an unexplored range of mountains. Members of his team made ascents of previously unclimbed peaks, saw snow leopards and camels and encountered nomadic communities who had never met people from outside the former Soviet Union. To prepare for this groundbreaking enterprise, Deegan drew on his experiences as a leader and team member on expeditions to Alaska, the European Alps and the Himalayas. In this presentation, Deegan explains why he ensures that every member of his team is more talented than he is, illustrates his philosophy of invisible leadership and describes why there can be no room for passengers on any team.