Reach. Revenue. Impact.
Three words sum up what most organizations with a market-facing education business are looking for.
Reach, revenue, and impact are what we help the organizations we consult with to improve.
When we do research and publish reports and white papers, we’re looking to discover and document:
- how organizations are making sure they’re reaching not only a critical mass of learners but the right learners,
- how organizations are driving revenue from their professional development and continuing education programs that not only sustains the education business but helps support other goals and overarching mission, and
- how organizations are ensuring that their products and services have impact and result in positive change not only for the individual learners but for the profession or industry as a whole.
And now, building on our prior work and the large community of followers we have developed, we’re officially announcing the first annual Leading Learning Symposium this October, the only event designed specifically for leaders—at the director level and above—in the business
of continuing education, professional development, and lifelong learning.
“The agenda looks fantastic! This is really something that people in my role need and no one else is providing.”
—Colleen Cunningham, vice president of learning services, CAI
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On Friday we held our Leading Learning Spring Summit in DC, a lunch event for leaders in the business of continuing education and professional development. The event marked yet another occasion for reflecting on what it means to lead in the current market for lifelong learning. The following are seven questions I think are worth revisiting, reflecting upon, and discussing regularly within our organizations:
- Are we supporting our learners effectively in “learning to learn” and maximizing the return they get from learning experiences?
- Are we investing in the performance and effectiveness of our subject matter experts, presenters, and facilitators?
- Are we thinking and acting in terms of networks and relationships instead of transactions – i.e., do we treat learning as a process instead of an event?
- Have we articulated a clear value story for our portfolio of learning offerings and developed a value ramp to support it?
- Have we found and do we continue to seek a variety if ways to demonstrate the impact of our learning offerings?
- Do we understand the overlap between marketing and learning and continually strive to improve our capacity to leverage all 4 Ps?
- Are we using technology in ways that effectively supports all if the above
I’ve purposely not elaborated on the points above. Reflection upon – and learning from – the questions is much more effective if we provide the elaboration ourselves. If you have any questions or comments, though, please use the comments area below to share them.
P.S. – All of the above is also ground that I cover in Leading the Learning Revolution.