Abstract
| Original language | Undefined |
|---|---|
| Title of host publication | EAPRIL 2015 : proceedings |
| Place of Publication | Belval, luxembourg |
| Publisher | European Association for Practitioner Research on Improving Learning |
| Pages | 173-192 |
| Publication status | Published - 24 Nov 2016 |
| Event | EAPRIL 2015 conference - University of Luxembourg, Bel-Val, Luxembourg Duration: 24 Nov 2015 → 27 Nov 2015 https://eapril.org/eapril-2015 |
Publication series
| Name | |
|---|---|
| Publisher | European Association for Practitioner Research on Improving Learning |
Conference
| Conference | EAPRIL 2015 conference |
|---|---|
| Abbreviated title | EAPRIL 2015 |
| Country | Luxembourg |
| City | Bel-Val |
| Period | 24/11/15 → 27/11/15 |
| Internet address |
Keywords
- METIS-316163
- IR-99708
Cite this
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The strategy map as a tool to increase the return on learning investments: learning practitioners first impressions at the EAPRIL 2015 conference. / de Schryver, Tom.
EAPRIL 2015 : proceedings. Belval, luxembourg : European Association for Practitioner Research on Improving Learning, 2016. p. 173-192.Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › Academic › peer-review
TY - GEN
T1 - The strategy map as a tool to increase the return on learning investments: learning practitioners first impressions at the EAPRIL 2015 conference
AU - de Schryver, Tom
PY - 2016/11/24
Y1 - 2016/11/24
N2 - While strategy maps have their roots in strategic management accounting, they have much to offer to learning departments looking for a good return on learning investments. A strategy map is a visual model that shows which investments are most likely to improve the internal operations of a learning department, which in turn satisfices its customers better and secures that the goals of the learning department are being pursued. A strategy map thus leads to better aligned investments decisions. It also makes it easier for constituents to contribute to the goals of the learning department; and it can be used to trigger compliance. In sum, by creating organizational awareness and commitment to spend the right resources (time, money) towards the goals of the learning department, a strategy map shapes the future of a learning department. However the proof of the pudding is in the eating. This paper shows how strategy maps are received by learning practitioners after being exposed to an EAPRIL 2015 workshop. From factual data and opinions collected via voting software during the workshop, I found that learning practitioners easily picked up the essence of strategy maps. They were also able to make a sound personal judgement about the strategy map. Notwithstanding their short exposure, the learning practitioners identified the same strengths and weaknesses one encounters in the academic literature on strategy maps. Hence I propound that strategy maps are of added value to corporate learning environments.
AB - While strategy maps have their roots in strategic management accounting, they have much to offer to learning departments looking for a good return on learning investments. A strategy map is a visual model that shows which investments are most likely to improve the internal operations of a learning department, which in turn satisfices its customers better and secures that the goals of the learning department are being pursued. A strategy map thus leads to better aligned investments decisions. It also makes it easier for constituents to contribute to the goals of the learning department; and it can be used to trigger compliance. In sum, by creating organizational awareness and commitment to spend the right resources (time, money) towards the goals of the learning department, a strategy map shapes the future of a learning department. However the proof of the pudding is in the eating. This paper shows how strategy maps are received by learning practitioners after being exposed to an EAPRIL 2015 workshop. From factual data and opinions collected via voting software during the workshop, I found that learning practitioners easily picked up the essence of strategy maps. They were also able to make a sound personal judgement about the strategy map. Notwithstanding their short exposure, the learning practitioners identified the same strengths and weaknesses one encounters in the academic literature on strategy maps. Hence I propound that strategy maps are of added value to corporate learning environments.
KW - METIS-316163
KW - IR-99708
M3 - Conference contribution
SP - 173
EP - 192
BT - EAPRIL 2015 : proceedings
PB - European Association for Practitioner Research on Improving Learning
CY - Belval, luxembourg
ER -