Stages of Learning Development

Learning is a practical response to specific needs.

Departmental training is shared across the organization.

Learning is a consistent, enterprise-wide tool for rapid response to organizational challenges.

Learning fills specific skills gaps.

Learners take responsibility for developing essential knowledge.

Individual learning strategies are tied to performance and compensation.

Islands of disparate training approaches exist throughout the enterprise.

Holistic learning, standard systems, and processes emerge.

Fused infrastructures and processes develop for knowledge management and learning.

Content is the same for all participants, no consistent processes exist for content update.

Content is modular, linked to learning architecture and knowledge management tools.

Content is modular and personalized, based on individual learning styles, skills and knowledge levels.

Few linkages occur between learning and learner development, knowledge management, and organizational performance.

Linkages emerge between learning and organizational performance.

Organizational goals and performance factors are linked to and drive learning directly, immediately, and perpetually.

Alliances and partnerships serve specific learning requirements: they merely need to interface with enterprise systems.

Alliances and external relationships become more critical to integration of LM and KM.

To create an enterprise-centric, strategic learning capability requires a net of alliances and external relationships that must fuse with enterprise systems.

Limited tools are available for autonomic learning.

Limited tools are available for autonomic learning.

Enterprise-wide learning relies on a combination of structured and autonomic learning, supported by new tools.

Adapted from: “From e-Learning to Enterprise Learning,”
e-view by Deloitte Consulting and Deloitte and Touche, 2001, 10–11.