Game-Changing Learning: Development for the New Normal

• 
  Mike Prokopeak
  Vice President, Editorial Director
  MediaTec Publishing Inc.

• 
  Stephen M.R. Covey
  Bestselling author, The Speed of Trust
  Franklin Covey Thought Leader

This fast-paced and engaging presentation dramatically reveals trust as the hidden variable that will become your most leverageable tool, fueling your current strategic imperatives. We call it “leading at the speed of trust.” It challenges the age-old assumption that trust is merely a soft, social virtue and instead demonstrates that trust is a hard-edged economic driver — a learnable, measureable skill that makes organizations more profitable, people more promotable, and relationships more energizing.

This presentation will cast trust in a new light and:

• Make the business and economic case for trust
• Show how the ability to generate trust is the critical leadership competency in this new global economy
• Demonstrate how to master the skill of engendering trust, both personally and in your organization

The award ceremony for the Learning In Practice Awards.

• 
  Jay Cross
  Chairman
  Internet Time Alliance
• 
  Clark Quinn, Ph.D.
  Principal
  Internet Time Alliance
• 
  Jane Hart
  Principal
  Internet Time Alliance

Join the Internet Time Alliance in a heated conversation about controversial issues facing today’s CLOs:

• Mobile devices will supplant computers as the learning device of choice within three years.
• Bonuses and monetary rewards de-motivate conceptual workers.
• The convergence of learning and conceptual work calls for CLOs without borders.
• Closing the corporate training department improves organizational learning.
• Twitter is a more effective learning technology than an LMS.
• ADDIE, the four levels, learning styles, and most traditional courses are dinosaurs.
• Workers can learn more from Facebook than from content providers.

Please feel free to submit your issues for discussion on our Facebook event page, Twitter hash-tag #CLOSYM or via email cloevents@clomedia.com.

• 
  Bob Mosher
  Global Chief of Learning Strategy and Evangelism
  LearningGuide Solutions

The greatest struggle for many learning organizations is to be valued as a strategic organization that aligns with the business strategies and contributes to moving the needle. Although many claim to be aligned with the business and driving true business value, their approaches struggle to keep up with the increasingly rapid pace of business change, and the correspondingly short attention span of employees and managers.
 
Today’s successful learning organizations have found ways to support the rapid pace of business change by embracing strategies that go beyond classroom and e-learning by bringing learning into the workflow. Attend this session to see how leading learning organizations have started a journey to become agile learning organizations. 
 
This will be an interactive session focused on practical strategies for:

• Expanding your learning ecosystem to embrace informal learning and performance support.
• Redesigning the expectations of your learning organization and the enterprise as a whole.
• Dealing with change management issues and implementing your new learning strategy.

• 
  Albert A. Vicere
  Professor of Strategic Leadership
  The Pennsylvania State University
• 
  Elisa Glazer
  Director, Learning and Development
  Office Depot

Today’s new normal requires strategic agility and leadership. To win in this volatile environment, organizations must develop strategic leaders who can think systemically about the business, create innovative solutions while building capability, lead the change process, and instill a culture of customer focus, cross-functional collaboration and continuous process improvement.

Global office supply and services provider Office Depot is transforming its supply chain leadership to better achieve its vision. Join us and learn how leading organizations are building mindsets, models and teams to change the game and win.

This sessions addresses strategic management and leadership development, including:

• Acquire techniques for developing strategic agility and leaders at all levels.
• Combining the organization’s strategic planning process with learning to create a force for transformation.
• Developing the culture that supports your goals.
• Creating strategies for managing organizational change.

• 
  Alan A. Malinchak
  Chief Learning Officer
  Homeland Security Solutions, Inc.
• 
  Peter J. Shelby
  Chief Learning Officer
  National Reconnaissance Office University (NROU)
• 
  Elizabeth Wilems Clark
  Vice President and Chief Information Officer
  Lockheed Martin Space Systems
• 
  Vance Hitch
  Deputy Assistant Attorney General and Chief Information Officer
  Department of Justice

CLOs and CIOs collaborate to ensure that staff development and technology align with an organization’s strategic goals — making this partnership critical to an organization’s overall success. However, this collaboration is often challenged by factors such as changing priorities, communication barriers and organization shifts. How can learning and IT leaders effectively drive cross-team collaboration?

Join us for an interactive workshop featuring a panel of leaders from the public and private sector. These CLOs and CIOs will share their insights and best practices on the effective unification of IT and learning departments to support an organization’s overall strategic mission.

Topics will include:

• How CIOs and CLOs proactively work together early in the strategic planning process to effectively deliver against organizational goals.
• How CLOs and CIOs lead their respective organizations to ensure that their efforts align with organizational objectives and ensure that goals are achieved.
• Best practices for leveraging technology in staff development programs to effectively manage organizational change.

• 
  Michael Ninness
  Vice President, Content
  lynda.com

In this session, Michael Ninness, vice president of content for lynda.com, challenges the status quo of standardized training with the “new normal” of individualized learning. By sharing research-based strategies and examples, Ninness sheds light on how to implement learning programs that resonate across age groups and backgrounds to inspire people to want to learn. He also highlights the education evolution transforming academia and how it applies to the corporate world.

In this session, learn:

• Why learning is the new training.
• There’s no “T” in CLO.
• How to reach everyone from boomers to YouTubers.
• How to flip company culture from “you need training” to “I want to learn.”

• 
  Stacey L.T. Boyle, Ph.D.
  Vice President, HCM Advisory Group
  Human Capital Media
• 
  Alicia Shevetone
  Vice President, Strategic Operations
  Clarity Consultants

In today’s “new normal” business environment, expectations are trending up while learning budgets are trending down. So how can L&D professionals find ways to achieve more with less? 

This workshop presents the findings from a recent HCM Advisory Group benchmark study which explored whether strategic insourcing can serve as a strategy to more effectively allocate resources to L&D projects and initiatives. Flexible human capital resource models such as strategic insourcing appear to cost-effectively deliver results.

The benchmark study is the result of an in-depth market analysis on the topic which employed focus groups and surveys of senior learning and development professionals. 

The findings will be presented by Stacey Boyle, vice president of Human Capital Media Advisory Group. In addition, a panel of L&D professionals will comment on the results. The panel discussion will be moderated by Alicia Shevetone, vice president of strategic operations at Clarity Consultants.

What you will learn:

• What strategic insourcing is, and how it can support your departmental objectives.
• The benefits and values of flexible human capital models such as strategic insourcing.
• Where and how strategic insourcing can be most effectively applied.
• The economic impact of strategic insourcing.
• Insights into trends/adoption of the model by L&D practitioners.
• How strategic insourcing aligns with the demands and requirements of the workforce of the future.

• 
  Kory Kogon
  Global Practice Leader
  Franklin Covey Co.

In today’s world, the barrage of texts, inbox messages, interruptions, demands, tweets and blogs can be overwhelming. The sheer volume of distractions, information and choices that face us every day threaten our ability to think clearly and creatively. If we react to this stimuli without careful discernment, our ability to focus on the important things becomes impaired.

In contrast, if we pay attention to the most important things amidst the distractions, we can harness the opportunities and technologies available to us in a way that allows us to soar.

The difference lies in our ability to make wise choices. In this session, participants will learn five choices, which when made, dramatically increase a person’s ability to achieve the most important outcomes. Consistently making these choices produces a measurable increase in productivity and an inner sense of fulfillment and peace that allows us to achieve extraordinary results.

In this session, attendees will learn how to:

1. Act on the important, don’t react to the urgent: Maintain an importance mindset, eliminate distractions.
2. Go for extraordinary, don’t settle for the ordinary. Define extraordinary outcomes for professional/personal roles; make decisions which align with outcomes
3. Schedule the big rocks, don’t sort gravel. Plan weekly/daily and focus on important outcomes.
4. Rule your technology, don’t let technology rule you. Build reliable systems to support achieving important outcomes.
5. Fuel your fire, don’t burn out. Renew energy: Relax, move, connect, sleep and eat nutritiously.

• 
  Mike Prokopeak
  Vice President, Editorial Director
  MediaTec Publishing Inc.

• 
  Bill Sullivan
  President and Chief Executive Officer
  Agilent Technologies

When Bill Sullivan became CEO and refocused Agilent on being a pure-play measurement company, one key priority was to ensure that world-class leadership begins with executives. During his tenure, Agilent has executed a systemic set of development initiatives and cascaded them through all levels of leadership even during the worst economic downturn ever faced by the measurement industry.

As a result, Agilent shifted from a technology-centric approach to a customer- and market-focused approach, accelerating profitable growth based on where markets are going versus where they have been. Agilent leaders and employees participate in enterprise development programs that align their leadership to the company’s direction, providing them with the necessary knowledge and skills to lead effectively.

Under Sullivan’s leadership, Agilent has completed a transformation that positions the company for the measurement challenges of the future and establishes the leadership brand as a key differentiator in the eyes of customers.

In this session, attendees will learn how Agilent:

• Developed and executed a strategy to drive organizational change
• Aligned leadership development to business strategy for future growth
• Enhanced its leadership brand to drive business and attract talent

• 
  Larry Israelite, Ph.D.
  Vice President and Manager, Human Resource Development
  Liberty Mutual

The Liberty Mutual Group, the fifth-largest property and casualty insurance company in the United States, has grown significantly since the late ’90s.  Revenue has increased from less than $11 billion in 1998 to more than $33 billion in 2010.  The company’s extraordinary success can be attributed to many things, including a good business strategy and effective leadership.  However, senior management agrees that the company’s success is directly attributable to the 45,000 employees who interact with their customers every day. 
Liberty Mutual uses its Talent Management Metrics Report to display information on the metrics it believes contributes to the selection, development and management of its highly effective and engaged workforce. Business executives throughout the organization use this biannual report to ensure that managers at all levels are managing in a way that is consistent with the organization’s people strategy.

People attending this presentation will learn how to:

• Collaborate with executive management to develop metrics the accurately reflect the needs and desires of the organization.
• Create measurement processes and tools that yield accurate information that’s readily accepted by all who receive it.
• Institutionalize a replicable measurement system that yields meaningful outcomes.

• 
  Dan Pontefract
  Senior Director and Head of Learning
  TELUS

Collaboration, the act of working with another or others on a joint project or initiative, is quickly becoming a critical component in the short- and long-term plans of learning executives. Failing to incorporate basic concepts of collaboration into overarching learning strategy, leadership framework, supporting technologies and other human capital mechanisms may result in stagnant or decreased engagement as well as lower organizational productivity. In this session, learn how to weave collaboration techniques into your organization through three key legs of the new “culture of collaboration” stool; learning, leadership and 2.0 technologies.

In this session, learn how to weave collaboration techniques into your organization by:

• Conducting an evaluation and needs analysis of your organization’s culture of collaboration
• Creating a strategy built on the three key legs of the new “culture of collaboration” stool; learning, leadership and 2.0 technologies.
• Implementation of technology and tools to carry out that strategy

• 
  Jeffrey Berk
  Chief Operating Officer
  KnowledgeAdvisors, Inc.

This presentation will share the critical components that senior learning leaders are looking for in executive reporting as well as the key elements that business leaders expect to see when reviewing metrics from learning organizations. The session will share components of a major executive reporting initiative and offer practical yet credible advice to link learning to business outcomes.
 
In this session, learn how to:

• Review elements that comprise balanced executive reporting metrics.
• Discuss core attributes on a learning leader report.
• Present key components of a business manager report for learning.
• Offer practical yet credible examples to link learning to business impact.

• 
  Mary Morand
  Senior Vice President and Director of Leadership Development and Talent Management
  U.S. Bank

Hear how U.S. Bank is developing leaders and delivering on business objectives through its talent strategy. Using a mix of technologies, learning experiences and communication vehicles, U.S. Bank’s leadership development and talent management team connects leaders with the tools they need to succeed. Working with content partners including Harvard Business Publishing, U.S. Bank has delivered programs for 10,000 leaders that have developed individual skills and improved job performance. U.S. Bank’s Leadership Council of senior leaders has played an important role in this comprehensive approach, helping to drive awareness, development and engagement.

This session will cover:

• How U.S. Bank develops and aligns its human capital management plan with its strategic plan
• Strategies and techniques to develop and implement employee leadership development programs that will increase individual and organizational effectiveness
• The variety of instructional methods and program delivery mechanisms U.S. Bank employs in its leader development programs
• Examples of how leader development programs and related communication can reinforce an organization’s core values and behavioral expectations.

• 
  Susan Minaya
  Chief Operating Officer
  Minaya & Associates

Faced with annual budget and headcount reductions, learning leaders struggle to keep pace with increasing business demand for services. Not being able to deliver on the training needs of the organization erodes your credibility and perceived organizational value. Variable staffing models are a smart way to run lean and deliver business value. So how do you know if your organization is ready, and how best to go about it? Learn how one corporate university director evolved her organization to a variable staffing model and delivered better value to her clients.

In this session, learn how to identify:

• Key indicators and drivers that suggest a variable staffing model is a viable approach to supporting enterprise L&D demand.
• What's required to be successful with a variable staffing model?
• How much say should you're clients have in centralized or decentralized L&D organizations.  Navigating the political landscape to win support for your variable staffing model decision.

• Beth White Marshall
  Sales Training M&E Analyst
  Procter & Gamble
• 
  Valerie Brantley
  Associate Director
  Procter & Gamble
• Scott Hobart
  Senior Account Executive
  Procter & Gamble

Learn how Procter & Gamble developed and executed a three-year measurement and evaluation strategy that resulted in higher senior leadership engagement and best-in-class business impact, and exceeded corporate ROI standards leading to incremental training investment. Learn how a simple “Pre-up, Step up and Follow up” process increased manager engagement, drove on-the-job application and increased training effectiveness. See how you can leverage innovative technology to give stakeholders a line of site to their organization’s training results to drive accountability.  Leave with a road map to replicate this process and drive buy-in within your organization.

In this session, attendees will learn how to:

• Develop/deploy a Measure and Evaluation strategy to become a best in class training organization.
• Create a process to drive manager engagement, job impact and training effectiveness.
• Leverage innovative technology to provide Senior Leaders organizations’ capability metrics to drive accountability

• 
  David Birnbaum
  Vice President, Learning
  Coldwell Banker Real Estate
• 
  Nailesh Sampat
  Director, Design Solutions
  Aptara

Through a case study, David Birnbaum will step through the process of launching an enterprise-wide social learning portal.  He shows how the portal can increase the effectiveness of the existing training platform, why a communications strategy is critical to success and how to measure its impact. Both successes and lessons learned will be examined.  Professionals and executives who have launched a portal, are considering it, or are not sure what a social learning portal is will benefit from this session.

The session will explain how to:

• Understand how a portal can help execute your learning organization’s strategic objectives.
• Determine whether to build or buy a social learning portal.
• Design the main components of a social learning portal.
• Socialize and facilitate usage of a social learning portal.
• Measure the impact of a social learning portal.

• 
  Trish Trolley
  Senior Director, Product Management
  Oracle

Transforming the business is a key management process that has now become an everyday practice. While transformation can have a significant impact on the people in an organization, those same people can have an even greater impact on the transformation. Join a discussion on how managing the people, process and technology can help CLOs bring game-changing learning to the organization and ensure employees understand their job role. Learn how when knowledge is managed within the organization, users are productive and agile business processes bring greater results to the organization. Transforming the business can lead to competitive advantage — start managing your knowledge today.

In this session, attendees will learn how to:

• Develop and execute knowledge management strategies for managing organizational change that balance the expectations and needs of the organization, employees and stakeholders.
• Understand the importance of managing knowledge assets as intellectual property.
• Apply training program development techniques to capitalize on knowledge and transform the business.

• 
  Tamar Elkeles
  Vice President
  Qualcomm Learning Center

Success in learning and development requires a solid plan for learning tied together with organizational objectives and emerging trends in business, not just learning. In this keynote, Tamar Elkeles, learning executive and 2010 CLO of the Year, will share lessons from her career and examples of her award-winning work as head of learning for high-tech firm Qualcomm. From understanding what CEOs want most from their CLOs to emerging trends in learning and development and how they are shaping the new learning landscape, Elkeles will reveal what it takes to be successful as a future learning leader.

• 
  Carie Blum
  Program Manager, Learning Solutions & Applications
  Xerox Corporation

The needs of Xerox’s global workforce are constantly evolving, and the Xerox global learning team is constantly adjusting learning to stay ahead of the game. This session will review the past, present and future of learning at Xerox, explaining how the learning paradigm has shifted based on employee needs as well as the changing world.

In the past, employees thought nothing of going to a centralized learning facility for two weeks to learn about the products and services at their disposal. Today, employees prefer not to travel for learning. They want information at their finger tips. Xerox delivers this on-demand training using multiple avenues. This session will primarily focus on today’s learning solutions and technologies.

The session will cover:

• The evolution of learning at Xerox and where Xerox is today.
• The role people, processes and technology have in making your learning strategy deployment successful.
• There is not one solution that works for every program, but every program has a solution.

• 
  Craig Perrin
  Director, Solution Development
  AchieveGlobal
• 
  Edward L. Deci, Ph.D.
  Professor of Psychology
  University of Rochester

Behind every disaffected employee is a leadership problem to be solved. Many leaders see motivation as a game of rewards and punishment. Forget the cash. Forget the threats. To engage today’s workforce, leaders are well advised to seek the heart of what moves people: their three basic psychological needs. Join this session to explore the research known as self-determination theory, with its co-founder,  Edward L. Deci of the University of Rochester. Deci, with AchieveGlobal’s Craig Perrin, will dive into the research, its application in corporate learning and its potential benefits for leaders today.

In this sesssion, attendees will:

• Learn from an academic thought leader about an important motivational concept — self-determination theory — and its potential impact on the workforce.
• Explore how the concept of motivating by intrinsic vs. extrinsic factors can be applied in coaching and leadership practices.
• Develop knowledge and awareness of how self-determination theory might be applied in one’s own organization.

• 
  David Koehn
  Product Strategy for People Learning
  Saba
• 
  Josh Murrell
  Training Network Administrator
  Five Guys

Do you really understand how your L&D dollars relate to HR and the overall success of your company? When you train, what relationship does it have to the bench strength of your company? When learners perform against a learning plan, how does the competency landscape of different groups change? If and when salespeople are trained, how well do they perform against revenue targets relative to those who did not receive training? These questions and others now drive the decision making of learning leaders.

Analytics is critical when funding and developing people and organizations. Equip yourself with the right tools to measure the business value of your L&D initiatives, including:

• How to measure the financial value of strategic on-boarding.
• How to speed up and instrument new product introductions with indirect sales.
• What measures communicate the value of ensuring compliance through testing and certification?
• What increase in productivity comes from switching from annual performance reviews to deploying quarterly social feedback sessions?
• What are the performance results and business benefits of enabling virtual classrooms and video delivery for global organizations?

• 
  Rick j. Crowley
  Vice President, Learning Innovation
  ACS, A Xerox Company

Informal learning is the learning function’s opportunity to demonstrate a much higher level of value. Embracing social media, social networking, talent management and knowledge management are key to making one’s informal learning strategy bulletproof.  The growth of social networking mandates the need for learning teams to take responsibility for the selection and usage of social networking tools, including developing processes and policies that bring focus for the company’s employees, partners and customers.
Many companies have made the commitment to bring more attention to informal learning. It’s time to address the amount of content one expects productive employees to wade through. You’ll learn how to weave, unweave and re-weave all learning into the fabric of your company’s culture, and understand how to leverage tools to create an environment fostering learning and growth.

This presentation will include:

• What informal learning entails.
• What technical and design considerations are necessary to implement informal learning successfully.
• How to put together an informal learning strategy for your company and then how to implement against that strategy.
• How to define policies and procedures that will help make the implementation of informal learning more sticky and productive.
• Where to start on the path to make your company more agile by architecting in support of adopting future technologies.

• 
  Tamara Carrillo
  Director, Partnership Professional Development
  Ashford University
• 
  Melissa Goodwin
  Director, Partnership Professional Development
  Ashford University

For centuries, the coffeehouse environment has inspired a new level of creativity among individuals, teams and groups. The most inspired discoveries in history came from individuals devoted to learning from and with one another. Team collaboration is at the heart of everything we do organizationally, and leaders must discover innovative ways to foster it in light of global competitive pressure. This session will cover the three most progressive and practical steps based on research to help leaders create collaboration sessions focused on results. 

Participants will learn to:

• Create an environment that promotes healthy and robust collaboration.
• Utilize new techniques that unleash innovative ideas and thinking.
• Implement a system for moving ideas to action.

• 
  Josh Blank
  Senior Vice President and General Manager
  OpenSesame
• 
  Tom Turnball
  Vice President, Business and Community Development
  OpenSesame

While PowerPoint, Articulate and Captivate are the bread and butter of the e-learning world, there are many ways to incorporate new media content in learning environments to improve engagement and retention. The session co-leaders will discuss when each form of media is most effective, how to deploy it effectively and tips and tricks for development. The co-leaders will also present examples of effective and ineffective use of new media and invite audience members to critique and discuss the examples. 

Discussion will include participation on Twitter from those in the room and anyone participating remotely.

After attending this session, participants will be able to:

• Evaluate different forms of learning content to appropriately select the most effective form for a learning need.
• Describe the appropriate uses of emerging media for learning and training.
• Incorporate new media forms (including games, video, simulations and mobile apps) into the design of organizational learning curricula.

• 
  David Koehn
  Product Strategy for People Learning
  Saba
• 
  Kimo Kippen
  Chief Learning Officer
  Hilton Worldwide

Goal-setting is critical when stepping into any new role, whether you’re the CEO, CFO or front-line manager. For learning leaders it is especially critical. In the first 100 days, they’re expected to develop expertise in their organization’s business, build strong relationships with key stakeholders across the enterprise and set the stage for a range of short- and long-term initiatives and projects. In this discussion group, we’ll explore the tips and techniques CLOs use to get on-board quickly and efficiently and the role of goal-setting not just in a new role but also for long-lasting success.

• 
  Jess Elmquist
  Vice President, Life Time University
  Life Time Fitness

While much training focuses on developing employees’ minds and preparing them mentally to do their jobs better, comparatively little attention is paid to their physical and emotional health. That is a big mistake. As a stressed-out workforce continues to do more with less, engagement is dropping and performance is hitting a plateau. In this interactive dialogue, we’ll discuss the mind-body connection and the critical role physical and mental health plays in performance, along with ideas for making fitness not just a employee perk, but an integral part of continued optimal performance.

• 
  Diana Thomas
  U.S. Vice President of Training and Dean of Hamburger University
  McDonalds Corp.
• 
  Allyson Carter
  Senior Director, Design
  McDonald’s USA LLC

Even the most successful learning initiatives get stale after they’ve been on the shelf too long. That doesn’t mean there’s no taste left, though. Many learning organizations have loads of good content locked up in the cupboard, and learning leaders in many cases can quickly and easily take it off the shelf and update to add freshness and appeal. In this interactive discussion session, we’ll share ideas for how learning organizations can re-invent and re-purpose tried-and-true learning assets for renewed value.

• 
  David Rude
  Director, Leadership, Learning and Development
  U.S. Department of Defense Civilian Personnel Advisory Service
• 
  Guido Minaya
  Senior Learning Consultant
  The Training Associates

Doing more with less isn’t just a short-term budget fix. It’s now a long-term management strategy that is affecting learning departments in a wide range of industries, from privately held companies to public agencies. Faced with slow growth and uncertain economic conditions, many learning leaders are discovering the need for frugal innovation, delivering effective new programs and initiatives with little or no cost. In this discussion group, we’ll explore ideas for how to thrive in a time of austerity and tips for how to get the most bang for the learning and development buck.

• 
  Stacey L.T. Boyle, Ph.D.
  Vice President, HCM Advisory Group
  Human Capital Media
• 
  Jerry Prochazka
  Director, HCM Advisory Group
  Human Capital Media

Do you ever wonder what it takes to be a LearningElite organization, and if yours makes the grade? In this session Stacey Boyle, vice president, HCM Advisory Group, and Jerry Prochazka, director, HCM Advisory Group, will present the details behind the 2012 LearningElite program.

They will review:

• The five dimension model.
• The benefits of the program.
• Common application questions.
• The differences between the 2011 and 2012 program.
• Important dates to track.

Stacey and Jerry will also show and discuss a sample scorecard. If you are interested in applying for the 2012 LearningElite, you will want to attend this session.

• 
  Dr. Carmen Taran
  Executive Coach and Co-founder
  Rexi Media

Business professionals and decision makers are constantly bombarded with messages. How do they cope? They ignore most of them. This presents a serious problem for those who need to convince their audiences to pay attention, learn and ultimately take action on important issues. Join this session to learn two actionable strategies that will transform your learning content so it gets noticed and remembered. If you’re looking to rev up your leadership messages or learning materials, come and learn about the latest research findings on what an audience finds memorable, what they act on, and what this means to the design of your business content.

This session will show how to:

• Make any learning content or business communication artifact more memorable.
• Immediately apply practical techniques.
• Follow the lead of Fortune 500 companies, which have revised their content based on the techniques presented in this session.

• 
  Greg Long
  Strategic Consultant
  RWD Technologies

The role excellence profile is just as important for the CLO as for any other role of the organization.  The value of a role at RWD is based on stellar outcomes, enabled by excellent performance in the role. To shift the performance curve from average to excellent, it is vital to understand those stellar outcomes and how best to enable people to perform.

During this session, presenters will report on the role excellence profile of the CLO based on discussions and observations with symposium participants.

The workshop will:

• Identify key components of establishing a role excellence profile.
• Identify high-value outcomes of the successful CLO.
• Identify methods to enable excellence in the role of the CLO.

• 
  Lisa Doyle
  Chancellor
  VA Acquisition Academy
• 
  Michael Flentje
  Human Capital Director
  PricewaterhouseCoopers

The days of clicking through slides while “multi-tasking” are over. Adult learning has evolved as the learner has become more discerning and sophisticated. Learners today demand more of their training environment and instructors. Lisa Doyle, the chancellor of the VA Acquisition Academy, and Mike Flentje, PricewaterhouseCoopers’ senior program manager of the VA Acquisition Intern Program, walk through their approach to training the next generation of the federal acquisition workforce. The session will explore the adult learning laboratory environment and other key components of the academy's portfolio of holistic programs that are changing how organizations approach training and development.
 
After this session learners should be able to:

• Describe how VA promotes development of the acquisition workforce through innovative and holistic training methods.
• Use learning laboratory tools to promote effective adult learning within their organization.
• Provide examples of how the innovative learning laboratory approach is utilized to increase the effectiveness of VA’s acquisition workforce.

• 
  Lance Dublin
  Chief Solution Architect
  Dublin Consulting
• 
  Eric Vidal
  Director of Product Marketing
  Intercall

Virtual learning environments are one of the fastest growing trends in learning today. Is your company missing out on this trend? Hear how leading organizations are integrating virtual learning environments into their overall learning and development strategies. Learn the six-step process to launch and manage a successful virtual environment.

In this interactive workshop you will learn:

• The recent trends, best practices and insights from the experts in virtual learning environments.
• How organizations like IBM, Novartis, ACS and others are providing their learners easy access to content and experts.
• How to measure learner behavior and interactions.

Find out the story behind the Learning In Practice Awards.  Recipients in each category will be available to discuss the initiatives in their organization that won this year’s recognition.

• 
  Stacey L.T. Boyle, Ph.D.
  Vice President, HCM Advisory Group
  Human Capital Media
• 
  Jerry Prochazka
  Director, HCM Advisory Group
  Human Capital Media

Do you ever wonder what it takes to be a LearningElite organization, and if yours makes the grade? In this session Stacey Boyle, vice president, HCM Advisory Group, and Jerry Prochazka, director, HCM Advisory Group, will present the details behind the 2012 LearningElite program.

They will review:

The five dimension model.
The benefits of the program.
Common application questions.
The differences between the 2011 and 2012 program.
Important dates to track.

Stacey and Jerry will also show and discuss a sample scorecard. If you are interested in applying for the 2012 LearningElite, you will want to attend this session.

• 
  Mike Prokopeak
  Vice President, Editorial Director
  MediaTec Publishing Inc.

• 
  Jon R. Katzenbach
  Author
  Leading Outside the Lines

Organizational culture is a topic of increasing importance in today's business world. A culture supportive of strategic and operational goals can be the magic that ignites greatness, the secret sauce that sparks innovation and the differentiator that cannot be paralleled. Many business leaders understand that culture plays an important role in their business performance but most have difficulty identifying how to best utilize, leverage and influence the power of their culture. As a result, most over-rely on “messaging” solutions (e.g, vision, values and engagement communications).
 
It is best to work “with and within” an organization’s existing culture: leaders who understand the strengths of their organization’s culture can get the culture to help their change efforts. It is equally important to understand cultural weaknesses that may hinder success and identify the critical few behaviors that need to change to kick off a cultural evolution.

In this session you will learn:

• How to make better use of your culture in driving a learning agenda
• Why the best learning organizations rely on cultural support
• How the roles of CLO's and senior leadership can be aligned to drive change