âUltra-high-end retailers and restaurants donât always put a tag on their products, or prices on their menus. The attitude towards the customer is, âIf you have to ask, you canât afford it.â L&D has a similar relationship with its customers, but for a different reason: Internal customers might not ask for a price, because they assume L&D will work within whatever budget they already have. This is a problem because without understanding how much they would pay for a new learning feature or an experience, you donât really know how valuable it is to them. So ask yourself: If L&Dâs customers actually had to pay for a service or product, would they?
In the Key Resources blog, I noted that money is essentially the key resource because itâs fungible into all the other assets you need to operate effectively. Learning how to deftly construct a budget for your learning programs not only helps you do more with less, but makes your case for more resources, too. The Cost Structure component of the Learning Model Canvas assists in organizing the tradeoffs that go into every budget.
In the last blog I discussed that Key Resources are a necessary component of any project, but they arenât always sufficient. Some assets are less tangible; influence, and the relationships to build that influence are important to keep a learning unit running, too. Weâve already looked at the demand side of the equation in Customer Relationships, and now we come to the supply: Key Partners.
Over the last couple of weeks, I went over the aspects of learning design as it related to the overall learning model. But even a perfectly designed learning experience wonât have the intended impact unless it can be conveyed in a way that is suitable to the audience, your customer.
In this blog weâll be looking at the Delivery element of the LMC.
In last weekâs post, I started to introduce the Design section of the Learning Model Canvas with an overview of different types of learning. Today, weâll conclude that overview by finding out how the production of learning experiences can affect the overall learning model.
To this pointweâve been going over high-level items of the LMC that have broad effects on the direction of your learning model. But understandably, many L&D professionals find the most interesting aspects of the LMC to be the detailed, practical element of the process. This week, weâll look into Design.
I recently introduced the Learning Model Canvas (LMC), a visual tool for identifying a businessâ current and ideal learning model. Organizations donât necessarily need to begin an LMC with any particular section, but learning leaders most often find Customer Segments to be a natural starting point.
Last post covered the Customer Segments section of the Learning Model Canvas (LMC). Once you know who L&Dâs customer is, you need to know not only what they want, but what success looks like. This is the focus of the Business Outcome portion of the LMC.
Over the last couple of posts, weâve used the Learning Model Canvas to answer who L&Dâs customers are, and what they want. In this weekâs blog, we start looking into howL&D works with its customers. Depending on the circumstances and learning objectives, L&D and its customers may interact in different capacities. These interactions are the focus of the Customer Relationship section of the LMC.