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 Culture That Endures Leadership Change

A learning culture becomes visible when people keep improving how work gets done, even after a chief executive, business unit head or learning leader moves on. Leadership transitions can change priorities quickly, yet they do not have to erase the habits, systems and shared expectations that support employee development.

Creating a learning culture that survives leadership changes requires more than a strong training calendar. It depends on distributed ownership, clear links to operational goals, useful learning experiences and evidence that capability is improving business performance. This matters in Australia, where organisations may be coordinating teams across Sydney, Melbourne and Perth, or supporting FIFO workforces in resources and energy.

Fragile learning environment	Durable learning culture
Dependent on one executive sponsor	Supported by leaders, managers and subject experts
Focused on course attendance	Focused on changed behaviour and performance
Built around annual training plans	Adapted to business priorities and workforce needs
Knowledge held by individuals	Knowledge embedded in systems and team routines
Success measured by completion	Success measured through adoption, impact and value

Why Culture Loses Momentum

Leadership changes often expose how dependent learning has been on personal enthusiasm. A departing executive may have funded a leadership programme, encouraged coaching or protected time for development. If those practices are not connected to business planning, the incoming leader can see them as optional expenditure rather than a capability investment.

Mergers, restructures and rapid growth create similar risks. Employees may receive conflicting messages about behaviours, priorities and career pathways. In an Australian organisation, this can be amplified when a head office in Melbourne introduces a process that feels impractical to a regional branch, a mine site or a distributed customer service team.

The remedy is to make the learning ecosystem larger than any individual sponsor. Governance, manager routines, internal facilitators and performance measures should all reinforce the same capability priorities.

Anchor Learning In Business Work

A resilient culture grows when learning is part of everyday decisions rather than a separate event. Start with the capabilities the organisation must strengthen over the next two or three years, then connect them to customer outcomes, operational risk, productivity, safety or revenue. This gives new leaders a clear rationale for continuing the work.

A practical enterprise learning strategy might combine formal instruction, peer learning, coaching, job aids and short learning bursts. Learning consultants can help leaders translate broad ambitions into role-specific behaviours; Dave Basarab Consulting provides this kind of support across strategy, instructional design, leadership development and evaluation.

Useful anchors include:

A capability map linked to strategic and operational priorities
Manager-led conversations after formal learning
Role-based practice using real Australian workplace scenarios
Internal communities that share examples, tools and lessons
Development goals included in regular performance discussions

For example, a logistics organisation could connect frontline leadership learning to delivery reliability and incident reduction. A health service could link clinical education to patient experience and workforce retention. When the business case is visible, leadership succession is less likely to interrupt momentum.

Make Capability Transferable

A culture survives executive turnover when knowledge is designed to travel. Critical practices should not live only in a charismatic leader’s presentations or in the memory of a high-performing team. They need to be documented, practised and reinforced through repeatable methods.

This does not mean turning every activity into a rigid manual. People need room to adapt learning to local conditions, including different state requirements, customer expectations and work patterns. A national employer may need a consistent leadership standard while allowing managers in Brisbane, Adelaide and Perth to use examples relevant to their teams.

Build transfer into the learning architecture through:

Facilitator guides that allow trained internal leaders to deliver sessions
Short digital resources available at the moment of need
Case studies based on the organisation’s own decisions and challenges
Communities of practice that preserve useful knowledge during restructures
Succession plans for programme owners, sponsors and subject experts

Internal ownership should be deliberate. Train more than one person to maintain a key programme, store materials in shared systems and establish approval processes that do not rely on one executive. This creates continuity without removing accountability.

Measure Adoption Through Transitions

Completion rates rarely show whether a learning culture is healthy. A stronger measurement approach tracks whether people apply new skills, whether managers reinforce them and whether business indicators move in the expected direction. This is especially important when leadership changes create pressure to cut activities that appear difficult to quantify.

Predictive Evaluation offers a useful way to forecast adoption, impact and return on investment before and after a programme is delivered. Measures can include manager follow-up, tool usage, quality improvements, time to competence, internal mobility and customer outcomes. The evidence should be reviewed with leaders in language that connects learning to decisions.

During a merger or acquisition, evaluation also helps distinguish between normal transition disruption and a failing learning initiative. Guidance on learning during mergers can help organisations protect capability while teams, systems and reporting lines are being combined.

A balanced scorecard may track:

Participation and reach across locations and employment types
Behaviour change observed by managers and peers
Operational measures connected to the capability
Employee confidence, engagement and retention
Financial or customer value over an agreed period

Protect Continuity In The Leadership System

New leaders need an orderly handover, not a blank page. Within their first months, they should receive a concise view of the learning portfolio: its strategic purpose, evidence of value, risks, active commitments and decisions required. This enables fresh priorities without discarding effective foundations.

The board, executive team and people function should agree which capabilities are enduring and which can change with strategy. Managers then reinforce those priorities through one-to-ones, team meetings and practical feedback. In Australia’s competitive labour market, visible development pathways can also support retention when skilled employees have opportunities elsewhere.

A learning culture lasts when it is treated as organisational infrastructure. Sponsors may change, platforms may be replaced and programmes may be redesigned, but the underlying discipline remains: connect learning to work, distribute responsibility, measure adoption and preserve what helps people perform. The key thing to remember is that leadership change should renew a learning culture’s purpose, not determine whether the culture exists.

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.