To Build or Not To Build? That is the question …

By Harriet Croxton

Signpost with build and buy directionsWhether ‘tis nobler in the mind to create your learning content from scratch or to buy it ‘off the shelf’ … This is a decision L&D departments face all the time. Sometimes the answer is obvious, and it needn’t be a Hamlet-like dilemma: if the content doesn’t exist at all in the public domain (e.g. if what you need is training about your latest product) then you are going to have to create it yourself. More often, however, it becomes a difficult decision, with a host of different factors to consider.

So to help you in making those thorny build-or-buy decisions, this post summarises the Pros and Cons of both routes.
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Get up close with your learners for better design

By Rob Keywood

photo od doctor using a stethoscopeHow do you research the target audience before starting on development of a piece of bespoke learning content? Chances are, what comes to mind is a series of SME workshops, followed by hours at the desktop.

At Lumesse we like to do things differently. Just as we believe in the value of really getting to know our clients’ businesses, we also take any opportunity we can to get up close and personal with their learners. It is this depth of research that takes a course from valuable to valued, and creates a bespoke learning experience that connects with and engages the learner to make an impact on how they work.

Recently we had the chance to get face to face with learners when working on a sales product learning project for one of our valued clients, a global healthcare company. I’d like to tell you about that experience – about how it influenced the shape of the final design, moving us towards a more ‘gamified’ (if that’s a word!) approach – and then give 5 tips for researching your learning project.

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Leading millennials: When all else fails, rely on good judgement

By John Helmer

photo of Paul Rudd

Paul Rudd of Pragma Consultancy

Everyone is agreed, it seems: Millennials have a different attitude to authority. But this widely observed generational shift it is too often caricatured as a blanket disrespect for authority figures and established institutional sources. So millennials are spoiled by their parents and don’t have enough respect for their elders? Well that’s more or less what my grandfather said about me – only I happen to be a boomer.

The point is, when talking about Millennials we really shouldn’t get matters of genuine social change tangled up with perceptions that are in reality more to do with lifestage and intergenerational conflict.

To help us disentangle myth from reality on millennials we talked to Paul Rudd of Pragma Consultancy, who has been building great leadership programmes since before some millennials were born. And Paul had interesting insights to share from his work with corporates.

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Why we support Towards Maturity’s benchmark

By John Helmer

Towards Maturity benchmark bannerTowards Maturity opened its annual benchmark this month, and as keen supporters of the organisation, we urge all our clients and other readers of this blog to take part.

Start benchmarking here

The learning industry – or at least the part of it driven by technology-enabled innovation – exhibits many classic characteristics of an emerging market, one of which is a lack of analyst oversight. To put it simply, there are no hard and fast established rules for which strategies will yield successful results and no established authorities – and reliable best practice advice is hard to come by.

Given this situation, the service provided by Towards Maturity is unique and highly valuable. Those who join the benchmark can see not only where they stand in maturity terms compared to theirs peers, but also get practical advice on how to up their game, and a lot of information about what other organisations are doing that has has had positive business results.

The strength of Towards Maturity’s operation, now in its 12th year, is shown by how it has been embraced not only by practitioners but by the vendor community as well, in its successful Ambassador Programme, of which Lumesse is an active member.

At Lumesse we’re all about service, and we recognise that the best work we do comes out of forging strong, collaborative partnership with clients. We work hard to keep our own knowledge and expertise up to the mark, and we know our client partnerships are strongest where the client teams we work with are also on a journey to constantly improve their own knowledge and skills. Benchmarking is an essential tool for doing this.

We commend the work of Towards Maturity, and look forward to seeing the report that will come out of this year’s benchmark in the Autumn.