Case Study
Interim Head of Learning Development: Creation of an International Learning Architecture as a Success Factor for Future Development
Discover the path of strategic transformation led by the Interim Head of Learning Development, driving organizational visibility and future-focused skills alignment at an automation technology company
The Client
This Boyden client is a prominent German company, currently in its third generation of family ownership, specialising in connectivity, interface electronics for plant engineering, and the production of components for automation technology componets. Additionally, the company provides comprehensive system solutions, emcompassing hardware and software consulting, development, and realted services.
The Challenge
The Interim Manager was tasked with advancing the Learning and Development function by addressing the following key areas:
- Creating a new learning architecture aligned the international business structure and evolving development needs
- Developing and identifying a suitable learning management system
- Assuming responsibility for strategic learning and development - considering future-oriented skills requirements and possible digital learning solutions
- Managing the entire process and further development of the function
- Serving as a consultant for international sites in collaboration with the HR function and the respective departments.
The Solution
Drawing on extensive experience in learning and development within international companies of varying ownership structures, our interim manager possesses the ideal qualifications to establish and further develop the necessary changes across all of the client's locations.
The project was structured as followed:
- Conceptualisation of a new L&D learning architecture
- Requirements analysis
- Concept design
- Implementation planning
- Initiation of implementation
- Formation and development of the L&D team
- Development of a new L&D communication concept to enhance organisational visibility
The initial challenge involved addressing resource bottlenecks and securing the team’s acceptance of the change process. Effective coordination, communication, fostering a positive error culture, as well as conflict management were crucial for project success. Additionally, sensitive and efficient interface management and establishing closer collaboration with key stakeholders, as the HRD department, were essential factors.
The Results
After a few months, the implementation plan for the new concept, team organisation, and collaboration was completed. Thanks to the leadership and motivation of the interim manager, the team gradually internalised the new roles and structures.
Preparations were made for the further and independent rollout of the concept from the following month, then without the interim manager’s involvement.
The set goals were achieved:
- Development of a concept for a new L&D learning architecture with the following features:
- Self-image/mission/vision
- Target groups
- Offerings
- System
- Organisation/Team
- Communication
- Acceptance of interim goals/milestones resulting in a highly positive assessment from various feedback providers
- Reorganization of the team, integrating new roles and active engagement in the newly defined learning architecture
- Completion of an initial rough concept for communication
- Initiation of initial communication measures, such as establishing a new presence on the intranet
- Definition and preparation of next steps for detailed planning, including a communication plan for the upcoming months
The project was successfully handed over to the team within the agreed upon time frame.
To learn more about how Boyden can help you with your Learning & Development project, contact Norbert Eisenberg or the Interim Management team today.
