Strategy

My direct experience of developing and implementing business strategy has been rather limited. In the past ten years I have set up and run four companies, three of which are still in business (the eLearning Alliance, eXcellence in eLearning and Airthrey), but these were/are very small – at their peak, none reached a turnover of £½ million or as many as ten employees.

Perhaps more significant was my involvement at senior management level in the Scottish Foundation, where I was Director of Training, and the Open College (UK) Ltd, where I was part of the senior management team. In both these roles I influenced and carried out business strategy, but these experiences are now at least one to two decades old.

My interest in strategy has been sparked mainly by the connections between learning strategy and business strategy. My specialist subjects in the final year of my MBA were Marketing Strategy and HR Strategy. And the original title of my second book, eventually published as Delivering E-Learning (see sidebar), was E-learning Strategy.

This led me to the work of John Kay, whom I cannot recommend highly enough, and most recently to the fascinating Good Strategy/Bad Strategy. I love the way Richard Rumelt debunks the linguistic conceit that equates “strategy” with “important” (a similar misuse is “executive”). Following Rumelt’s advice, my latest strategy priority is to pinpoint obstacles to business growth, and work out how to overcome them. Further advice welcome!

Dinosaurs

I don't know how accurate today's Daily Telegraph story is, re the HR manager sacked because he ticked the box on LinkedIn saying he was interested in career opportunities (the article reports a 2007 stat that 50% of LinkedIn users tick that box - I'd be surprised if it's not much higher). And, of course, I won't comment on the specifics of a case that is still to be heard...

But if there are any employers who think they can prevent their staff using online professional networking tools like LinkedIn, prevent them publishing their CV online*, stop them publishing information about their experience, skills and accomplishments while in that employment (past or present), legally bind them not to tick the LinkedIn "interested in career opportunities" box, or otherwise constrain them from promoting their employability on the Internet (or elsewhere), then they really do have tiny brains and are doomed to extinction.


* I was bemused, then gratified, to receive last month an email advising me that Visual CV was being wound up, then another email, saying that the service will continue after all. I must update mine.

Bad Science - and Learning

One of the best books I read in 2011 was Ben Goldacre’s Bad Science, which should be read by everyone interested in evaluating learning and development (there’s also a useful website at www.badscience.net). I especially recommend the chapters on ‘Bad Stats’ - among other things, learn the differences between relative risk increase, absolute risk increase and natural frequency - and the hilariously-titled ‘Why Clever People Believe Stupid Things’.

The latter chapter spells out five reasons why we are poor at measuring findings:

1. We see patterns where there is only random noise.
2. We see causal relationships where there are none (just correlations).
3. We overvalue confirmatory information for any given hypothesis.
4. We seek out confirmatory information for any given hypothesis.
5. Our assessment of the quality of new evidence is biased by our previous beliefs (and the beliefs of others).

There’s more too: some of the things that make human beings good thinkers are the same reasons why we don’t naturally measure evidence well, and conversely, why computers are good at dealing with quantitative evidence but rubbish at intuitive thinking. A crucial lesson we need to learn is when to use our judgement and intuition, when instead to obtain and analyse detailed information, and how to distinguish these situations.

Another book I read in 2011 was Paul Kearns’ Evaluating the ROI From Learning, in which I was dismayed to discover the author completely dismissing management competences, corporate universities and e-learning – well, not quite “completely”, but that’s how he leads, and how he designs his three box model; (slight) qualifications come later. My dismay was because these have been three of my main interests, and career preoccupations, of the last two decades. But it wasn’t just self interest – I was also dismayed because I fundamentally believe learning is A Good Thing, and worthwhile for its own sake. We should all do more of it. By all means, we should evaluate it, and learn to focus more on the more valuable stuff – to my mind, at least, leadership and management development, e-learning and blended learning, corporate universities and academies, are some of the best vehicles to accomplish that.

I’d like to wish all my followers and readers a healthy, happy and prosperous New Year.

Being an Amazon Associate

I've just signed up to be an Amazon Associate - twice!

I have been meaning for some time to include Amazon links on this blog, and on my writing website, mainly to encourage sales of my books, and as a spin-off draw a small income as a percentage of those sales. Having just signed up the learnforever sites to do this (but I haven’t found time to create the links yet), I’ve realised that I’ve been looking at this all wrong – I’ve been thinking in terms of increasing sales of my books, rather than monetising my websites.

The second way I signed up was for my new business, Airthrey. My partner and I have spent the last few months conducted an extensive literature review of the field of learning/training evaluation, and our plan, now realised, has been to review the best-known and most useful books, as a resource for our clients. The Amazon Associate program allows us to take a small percentage of sales of all books (not just our own) that arise from us directing our clients/readers to Amazon, but the best part is, once they’ve clicked through from our site, we get a cut of everything they buy on Amazon for the next 24 hours!

So we’ve accidentally stumbled upon a new income stream – a good example of obliquity – and I’d like to encourage all my readers to click on Airthrey before doing their Amazon shopping this Xmas .

In search of excellence

The latest issue of the CMI magazine, Professional Manager, carries this amazing quote: "no single thing in the last 15 years professionally has been more important to my life than blogging". That's from Tom Peters, internationally-renowned management guru, best-selling author, and (I imagine) multi-millionaire.

Peters, of course, was co-author of 1982's In Search of Excellence, arguably one of the most discredited success manuals, as many of the "excellent" companies cited in the book nose-dived shortly afterwards. But history has been kinder to Peters, as evidence shows his excellent companies outperforming the Dow Jones index.

Nevertheless, it's sobering to see how highly he rates blogging, and without having read his blog(s), I'm guessing he's had more success than I've had. I've been blogging here for nearly five years, and can't claim to have established much of a following. This was brought home to me when a colleague and I recently started a Twitter account, @AirthreyLtd, and within a couple of weeks have already attracted twice as many followers as this blog.

So what am I doing wrong? I've consulted all the usual online sources, such as the 101 tips here, and I either do these already, or have considered and rejected them for rational reasons. Is my niche really of so little interest? I'd welcome feedback (asking for feedback is one of top tips, naturally!) - what can I do to make this blog more attractive to followers?

...and congratulations to my erstwhile colleague, Colin Millar, who has won CMI's inaugural Ambassador blogging competition.

Kirkpatrick's evaluation model - animated!

This short video clip offers a simple exposition of Kirkpatrick's four level learning evaluation model.

Now on Twitter!

I've blogged before about being one of the last refuseniks re Twitter, so it may surprise some that I've belatedly joined the Twitterati. Sort of. In collaboration rather than as myself. My fellow director of Airthrey Ltd (learning evaluation solutions) and I have set up a corporate Twitter account. Find us under Airthrey directors, @AirthreyLtd, Stirling.

So why the change of heart? We're trying it out for a number of reasons.

1. We want to maximise our firm's exposure through as many channels as possible. This gives prospective clients and partners yet another way to find us, and helps boost our search engine ratings.

2. We want access to wider debates on learning evaluation, and Twitter helps us find other information signposted there, such as the Training Journal article we retweeted on 4 November.

3. We hope this may be another means of building a comunity of like-minded people with whom to exchange ideas and experiences.

But I'm still very much a Twitter tyro, and would appreciate any suggestions on how to make the most of this medium.

# Should we aim to follow everyone who follows us? In other words, does following work best as a reciprocal activity?
# How do we grow the network? Is it just a question of tweeting as much potentially interesting stuff as possible? This sounds a bit to me like "if we build it, they will come", the classic mistake of the dot com boom and bust era, but is Twitter different?
# I've been advised that retweeting as much as possible is a good idea. Is this right? How does it help contribute to our goals listed above?

Any other ideas? All help and advice appreciated.