Business of Learning Design and Technologies

Explores the business issues underlying the selection, implementation, and evaluation of technology-based learning interventions. Focuses on developing the skills necessary to improve performance and achieve measurable, positive change that supports an organization's strategic goals.

Business Case

IMPROVE FOREIGN LANGUAGE TEACHERS TRAINING.

Construct a written business case for a solution to the performance problem that the challenge has caused. The solution need not include training or some other form of formal learning but should address a learning challenge, problem, or opportunity.

Download Business Case

Executive Summary:

Condenses the entire business case document for someone who will not read it in its entirety. That’s key because the executive who ultimately makes the decision might only have read the Executive Summary, not the entire document. The decision maker might ask others to read the document in-depth and report on any issues of which the decision maker should be aware.

Nature of the Learning Challenge/Opportunity:

Provides readers with a brief background of the need driving this request so they can knowledgeably assess the business case. Make sure clearly state how training need is strategically aligned with the organization’s goals so that reader understands the importance of addressing the learning challenge or opportunity described.

Alternatives to Consider:

A clear description of alternative approaches – including doing nothing/maintaining the status quo - to address the learning challenge or opportunity. It describes how the designer identified alternatives, the advantages and disadvantages (in terms of how well they address the business goals), and the designer's efforts to determine what each alternative will really cost the organization. In the process, it provides decision-makers with a measure of assurance that recommendations are well-considered ones.

Assumptions and Risks Associated with Each Alternative:

Include all assumptions (i.e., what must be in place in order for the alternative to work) and risks (i.e., potential events that are beyond your control) associated with each alternative covered in the business case. No one can predict the future, so you need to indicate what conditions or ongoing assumptions and potential risks helped frame the business case arguments.

Financial Metrics and Measures:

After calculating the costs associated with alternatives, specify the returns that each might provide. the designer should link the manner in which you calculate returns with the business objective of the project. For example, if the business objective of the proposed initiative relates to generating revenue, then the returns should indicate how the project will generate revenue. If the business objective of the proposed initiative relates to containing expenses, then the returns should indicate how the initiative will contain expenses. And if the business objective of the proposed initiative relates to conforming to an organizational, industry, or government regulation, then the returns should describe this compliance.

Business Impact of Each Alternative (including “soft” intangibles):

Clearly state the business impact of the solution. Who will be affected, how, and what will the concrete (observable success measures) outcomes be?

Conclusions and Recommendations:

Recap all of the recommendations along with a summary of why the designer thinks that recommendation is the best choice.

High-level Implementation and Evaluation Plan:

Who is going to do the work, how long will it take, and how will the designer know the initiative has been successful?

Appendix:

Any graphs, detailed documents, or instruments that use to collect evidence.