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 A Learning Strategy For Distributed Decision-Making

When decisions are spread across business units, regions and specialist teams, learning cannot rely on a single central curriculum. Employees need the judgement, information and confidence to act within clear boundaries, while leaders need visibility of capability across the organisation. This is especially important in Australian companies operating across Sydney, Melbourne, Brisbane, Perth and remote locations.

A strong learning strategy connects enterprise priorities with local decision rights. It gives teams a common direction without forcing every branch, project group or frontline manager through identical experiences. The goal is a learning ecosystem that supports faster decisions, consistent standards and measurable business performance.

For Australian organisations, this may involve balancing head-office governance with the practical knowledge of regional operations, hybrid teams and customer-facing staff. It also means designing for different workplace contexts, from a mining operation in Western Australia to a healthcare network in Victoria or a professional services firm serving clients across the Asia-Pacific region.

Set Strategic Guardrails Before Designing Training

Distributed decision-making works when people understand which choices they can make independently, which require consultation and which remain with executives. Learning leaders should begin by translating the corporate strategy into a small set of capability priorities, such as commercial judgement, risk management, coaching, customer outcomes or digital fluency.

These priorities become guardrails for local learning decisions. A business unit may choose its own examples, delivery format and practice activities, but it should still develop behaviours that support the organisation’s agreed operating model. A capability framework can clarify expectations across roles while leaving room for local relevance.

Senior leaders should also define how learning investment will be governed. A central team might own standards, platforms, data and evaluation, while divisions select programs that address specific performance gaps. This model creates accountability without turning the learning function into a bottleneck.

Map Decisions To Capabilities And Behaviours

The next step is to identify the decisions that matter most to business performance. These may include approving discounts, prioritising projects, responding to safety incidents, allocating clinical resources or managing underperformance. Each decision can then be linked to the knowledge, skills and observable behaviours required for sound judgement.

This approach is more useful than building a catalogue of generic courses. A capability heatmap can reveal where teams are confident, where managers need support and where inconsistent decisions create operational risk. It can also distinguish between a knowledge problem and barriers such as unclear processes, poor systems or conflicting incentives.

Assessment should test whether employees can apply learning in realistic conditions. Custom assessment design can help organisations measure true competency rather than simple recall, using scenarios, simulations, demonstrations and evidence from workplace performance.

Create A Flexible Learning Architecture

A distributed workforce needs a blend of enterprise-wide and locally adapted learning. Core modules might cover safety, ethical conduct, privacy, regulatory responsibilities and leadership expectations. Business units can then add short learning bursts, peer practice, coaching sessions and role-specific simulations.

Digital delivery is valuable across Australia’s large distances, but online access should not be assumed to solve every problem. Remote and regional employees may face limited connectivity, shift patterns or restricted time away from operational duties. Mobile-friendly resources, downloadable materials, facilitated team discussions and recorded sessions can improve access without reducing standards.

Learning pathways should also support the flow of work. A manager preparing for a difficult conversation may need a ten-minute practice activity rather than a full-day workshop. A project team making a high-risk decision may need a facilitated review, decision checklist or expert consultation at the point of need.

Measure Adoption, Impact And Return

Evaluation should begin before a program launches. Define the business outcome, the behaviour expected to change and the evidence that will show whether the change occurred. Useful measures may include decision cycle time, rework, customer complaints, safety observations, quality scores, internal mobility or manager effectiveness.

Predictive Evaluation provides a practical way to forecast likely adoption, impact and return on investment before committing to a large-scale rollout. It helps leaders compare design options, identify adoption risks and establish a measurement plan that connects learning activity with operational results.

The evaluation model should combine quantitative and qualitative evidence. Participation data alone does not demonstrate capability. Interviews, manager observations, performance records and employee feedback can explain why adoption varies between teams. Organisations seeking an external perspective can review client experience to understand how learning and performance initiatives have supported different business contexts.

Practical Priorities For Implementation

A clear implementation plan helps distributed teams move from strategy to consistent action. The following priorities can provide a useful starting point:

Define enterprise capability standards and decision rights before selecting courses or technology.
Map high-value decisions to observable behaviours, role expectations and performance measures.
Give business units controlled flexibility over examples, delivery methods and practice activities.
Use learning bursts, coaching and workflow resources to reinforce formal training.
Establish baseline measures for adoption, performance impact and expected return.
Review results with business leaders regularly and adjust learning investment accordingly.

The most effective model is usually iterative. Begin with one decision area or business unit, test the learning pathway in a real operating environment, and collect evidence from employees and managers. Lessons from a pilot in Melbourne may inform a national rollout, while regional teams can identify access or context issues that a central design group would otherwise miss.

A learning strategy for companies with distributed decision-making should make good judgement easier, faster and more consistent. Start by selecting one business-critical decision, documenting the capability it requires, and agreeing on the first workplace measure to track.

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.