European OEM - Global L&D Strategy
Challenge
Our client (a global OEM’s central L&D function) was introducing a new global, decentralised approach to L&D. Their initial strategy was developed but it had continued to evolve organically as they responded to their rapidly changing business. With their internal resources focused on delivering, they realised they needed to consolidate their position by reviewing the existing strategy before developing it and combining new elements into a single cohesive approach, all whilst identifying and closing any gaps.
PHM were engaged to critically evaluate their strategy from an external perspective before developing version 2.0.
Solution
Following face-to-face workshops to review and collate existing strategic and operational materials, we identified gaps and proposed solutions to fill them, completing their high-level strategy.
We then built out detailed processes to support the strategy’s implementation, using the RACI model where appropriate to ensure roles and responsibilities were clear.
The detailed steps required to implement the strategy successfully were then developed into a single, coherent document with the following structure:
Strategic Intent
Framework
Ways of Working
Organisation
Governance
Finally, we created a summary document, or Playbook, which set out the strategy in simple terms, for outside stakeholders. This allowed the L&D team to better engage and gain support from vital areas within their wider organisation.
Outcomes
While implementation of the strategy is in its infancy, the following objectives will be achieved when the transformation to a decentralised L&D structure is complete:
Better collaboration (speed of engagement and launch in markets)
Budget efficiency (reduced duplication in development)
Agreement and clarity on roles and responsibilities
Clear processes
Trust and transparency across the organisation
Genuine collaboration utilising skills in regions
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