Training Industry Blog

One of the most critical actions that leaders of organizations take during critical times that significantly impacts their fortunes is their communications practices. The two common approaches have often been referred to as those of open versus closed cultures. In both cases what leaders do in this regard is overwhelmingly within their control—though this choice has dramatically different consequences

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2009 has seen a huge increase of activity in the training outsourcing market. This means there are lots of training, procurement, and business executives involved in selecting a strategic training partner that has never done this type of business deal before. Training BPO (business process outsourcing) is very different than contracting a training company to deliver courses or manage development projects. Yes, both engagements are considered outsourcing; but the process of managing a multi-year BPO engagement is more complex and involves critical steps to reduce your risks. And most importantly, your costs.

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President Obama has been very aggressive about appointing “CZAR’s” for the role of leading major initiatives for his administration. Many pundits have been openly critical of the number of CZAR’s Obama has appointed in his short time in office. As of June 15, Obama has appointed 16 CZAR’s, compared to one for Reagan, one for George H.W. Bush, three for Clinton, and four for George W. Bush.

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Over the last three months, I've seen a huge increase in the activity of large scale training outsourcing engagements. These deals are multi-million dollar engagements for 3 to 5 year terms. Not surprising, this increased activity is the result of the changing economy. It is forcing companies to focus on cost reduction and/or revenue generation. And training is highly instrumental in both. The language we heard a few years ago about transforming training into a value creator is not as prevalent as before - although I expect it to return when the economy stabilizes. Now it’s all about the dollar.

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The fourth and final vector of THE LEADERSHIP COMPASS is ‘Strategy.’ The previous blogs described the other three dimensions from this Total Business Success ™ model. While many organizations seek to focus on this area first, it is important to recognize that the other three vectors are essentially the pre-requisites for successful strategy execution. A recent survey of CEO’s verified this when 90% of them indicated that their #1 priority concern is the ability to successfully execute their organization’s strategy. That said, this fourth dimension is vital for sustained business success.

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