Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

Building an Enterprise Learning Strategy That Delivers Results

An enterprise learning strategy gives an organization a practical way to build capability, support business priorities, and improve performance at scale. It connects employee development with the skills, behaviors, and decisions that influence revenue, productivity, customer experience, compliance, and growth.

Effective strategy is more than a catalog of courses. It establishes how learning will be prioritized, designed, delivered, adopted, measured, and improved across the organization. It also creates a shared direction for executives, learning teams, managers, subject matter experts, and employees.

The strongest plans begin with business needs rather than available training technologies. They use evidence to identify capability gaps and define success in operational terms. A consultancy such as Dave Basarab Consulting can help organizations align learning investments with measurable business results.

Start with business priorities

Begin by reviewing the organization’s strategic plan, annual objectives, operating model, and major transformation initiatives. Identify where employee capability affects those priorities. A new market expansion may require consultative selling skills, while a technology implementation may depend on process knowledge, digital fluency, and manager reinforcement.

Interview senior leaders and business-unit owners to understand their most important performance challenges. Ask what must change, who needs to change, and how success will be recognized. This moves the conversation away from requests such as “we need a course” and toward outcomes such as faster onboarding, fewer errors, stronger leadership pipelines, or improved retention.

Document the connection between each learning priority and a business metric. This creates an initial investment case and helps the learning function make disciplined choices when resources, time, and attention are limited.

Diagnose capability and audience needs

A capability diagnosis should examine the gap between current and required performance. Use performance data, employee surveys, manager interviews, assessments, customer feedback, quality reports, and operational observations. Training may be appropriate, but the evidence may also reveal problems with incentives, tools, processes, role clarity, or management support.

Segment audiences by role, experience, location, language, access to technology, and degree of responsibility. A new employee, experienced specialist, frontline supervisor, and executive sponsor will need different learning journeys. Audience analysis ensures that content, practice, scheduling, and support reflect real working conditions.

Prioritize gaps according to business impact, urgency, population size, feasibility, and risk. A simple scoring model can distinguish essential capability building from useful but less urgent development. This prevents the strategy from becoming an unmanageable list of every possible training request.

Build the learning architecture

The learning architecture defines how development will work across the enterprise. It may include onboarding, role-based academies, leadership development, compliance learning, professional skills, technical training, and career pathways. Each component should have a clear audience, purpose, ownership model, and relationship to other programs.

Choose the right blend of learning methods. Instructor-led sessions, virtual classrooms, coaching, peer learning, simulations, job aids, learning bursts, digital modules, and manager-led practice can all play a role. The decision should be based on the performance objective, complexity of the skill, available time, and opportunities to apply learning on the job.

A coherent architecture also establishes common standards. Define expectations for accessibility, instructional quality, branding, data collection, content maintenance, and learning technology integration. This improves the employee experience while reducing duplicated effort across departments.

Select solutions and delivery methods

Once priorities and audiences are clear, decide whether to build, buy, adapt, or partner. Existing content may be sufficient for foundational knowledge, while high-risk or organization-specific capabilities often require custom instructional design. Delivery should match the environment: a distributed workforce may need asynchronous learning and virtual practice, while a complex operational skill may require observation and coached application.

The learning team should involve subject matter experts without allowing technical expertise to replace sound design. Experts provide accuracy and context; instructional designers organize that knowledge into relevant practice, feedback, reinforcement, and assessment. Organizations seeking support with this work can explore custom training services for tailored design, development, and delivery.

Strategy decision	Key question	Useful evidence
Priority	Which capability matters most now?	Business goals, risk, performance data
Audience	Who must change behavior or improve skill?	Role analysis, interviews, assessments
Method	What learning experience fits the task?	Complexity, context, practice requirements
Support	What will sustain application?	Manager actions, tools, workflow prompts
Measurement	How will value be demonstrated?	Adoption, performance, financial indicators

Create governance and implementation plans

Enterprise learning requires clear accountability. Establish an executive sponsor, strategy owner, program owners, subject matter experts, technology partners, and local champions. Define who approves priorities, controls standards, manages vendors, maintains content, and reports results.

Translate the strategy into a phased roadmap. Start with initiatives that have strong business relevance and visible sponsorship. Pilot new approaches with a representative audience, gather evidence, improve the design, and then scale. A roadmap should include milestones for analysis, design, development, launch, reinforcement, evaluation, and review.

Manager enablement deserves special attention. Managers influence whether employees attend, practice, and apply learning. Give them talking points, observation guides, coaching prompts, and ways to recognize changed behavior. Without this reinforcement, even well-designed programs can produce low adoption.

Measure impact and improve continuously

Measurement should begin before launch. Establish a baseline for the selected business indicators and define what success will look like at the learner, team, operational, and organizational levels. Useful measures include participation, completion, assessment results, confidence, behavior adoption, productivity, quality, retention, sales performance, and customer outcomes.

Use a balanced evaluation model rather than relying on attendance or satisfaction alone. Predictive Evaluation is particularly useful because it helps forecast likely adoption, impact, and return on investment before major resources are committed. It can also guide decisions about program readiness, stakeholder support, and the conditions required for success.

Review results on a regular cadence with business leaders. Compare planned outcomes with actual performance, investigate weak adoption, and update content as roles and priorities change. An enterprise learning strategy should remain a living operating system for capability development rather than a document created once and filed away.

Put the strategy into action

A practical implementation sequence keeps the work focused and visible:

Secure executive sponsorship tied to specific business outcomes.
Complete a data-informed capability and audience analysis.
Prioritize a manageable portfolio of learning initiatives.
Define governance, delivery standards, and manager responsibilities.
Establish evaluation measures before launching each program.

The first version does not need to solve every learning need. It needs to create alignment, demonstrate value, and provide a repeatable way to make future decisions. Begin with a high-impact initiative, measure adoption and performance, and use the findings to strengthen the wider enterprise learning portfolio.

Work with the right stakeholders to turn priorities into a measurable roadmap, then design learning experiences that employees can apply in their daily work. A disciplined strategy can make learning a direct contributor to capability, performance, and business growth.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.