This is where many organisations function acceptably. Here are some tell-tale signs that you’re working in a Structured organisation:
There’s a centralised definition of learning, generally owned by the L&D function
A shared, human-centred design process – though this process may not yet be iterative
Politics and miscommunication may cause a misallocation of resources and overspending on non-scalable solutions such as workshops, leadership programmes and content libraries
Organisations that want to move from structured to integrated should focus their efforts on data.
Being data-driven means collecting information to assess the extent to which expected outcomes (e.g. changes in behaviours, attitudes, or knowledge) have been achieved. The data also tells you what you need more of and less of, for both the present and learning from the past, but also the future.
This data enables organisations to evaluate learning and map it back to business outcomes, making it the primary driver for L&D decisions and supporting the beginnings of an L&D strategy.
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