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 Learning Governance That Scales Across the Enterprise

Large organizations invest heavily in leadership programs, technical training, onboarding, compliance education, and performance support. Without a clear governance model, those efforts can become fragmented. Business units commission overlapping courses, subject matter experts receive conflicting requests, and executives struggle to see whether learning is changing performance.

A learning governance framework creates the structure for making decisions about priorities, funding, standards, measurement, and accountability. It connects enterprise learning strategy with the practical realities of departments, regions, and frontline teams while preserving enough flexibility for local needs.

The strongest models do not add bureaucracy for its own sake. They make good decisions easier, clarify who owns outcomes, and ensure that learning resources support measurable business priorities. Dave Basarab Consulting helps organizations connect instructional design, leadership development, training delivery, and evaluation with business results.

Define Decision Rights And Scope

Governance should begin by defining what the organization must manage consistently and where local teams can choose their own approach. Enterprise standards may cover accessibility, learning technology, data privacy, brand requirements, evaluation practices, and core leadership capabilities. Local teams may retain control over examples, delivery schedules, language, and role-specific application.

A decision-rights map prevents common delays. It should identify who sponsors a learning initiative, who approves the business case, who owns the learner experience, who validates content accuracy, and who is accountable for post-training performance. When these responsibilities are explicit, learning leaders can resolve trade-offs without escalating every issue to senior executives.

The framework should also establish intake criteria. A request deserves enterprise attention when it affects multiple business units, supports a strategic priority, carries significant risk, or requires substantial investment. Smaller needs can move through a lighter process, allowing the governance model to remain responsive.

Connect Learning To Business Priorities

A governance council should translate corporate strategy into a manageable portfolio of capability priorities. These may include improving sales execution, preparing new managers, strengthening operational safety, accelerating digital adoption, or building succession capacity. Each priority should have an accountable business sponsor and a defined performance problem.

This approach shifts the conversation from “What course should we build?” to “What must employees do differently, and what conditions will support that change?” Training may be part of the answer, but the solution could also require manager coaching, process redesign, better tools, job aids, or clearer incentives.

Needs analysis becomes especially important when multiple stakeholders request similar programs. A common diagnostic process can reveal whether the organization needs a shared curriculum, several role-based pathways, or an intervention outside the learning function. That discipline protects the portfolio from becoming a catalogue of disconnected courses.

Build A Reliable Governance Structure

A practical model often includes three layers. An executive steering group sets direction, approves major investments, and removes organizational barriers. A learning governance council manages portfolio decisions, standards, and cross-functional alignment. Working groups handle design, implementation, measurement, and subject matter review for individual initiatives.

Membership should reflect the decisions being made. Human resources and learning leaders are essential, but operations, finance, technology, legal, regional leadership, and representative business sponsors may also be needed. Rotating membership can bring fresh insight while maintaining continuity through clear charters and documented decisions.

The governance calendar should include portfolio reviews, milestone approvals, risk checks, and impact discussions. Decision logs are valuable because they preserve the reasoning behind choices, especially when priorities shift or a program expands beyond its original scope.

Use Evidence To Guide Investment

Measurement should be designed before launch rather than added after delivery. A useful evaluation approach connects learning activity to adoption, capability, behavior, operational indicators, and financial outcomes. Dave Basarab Consulting’s Predictive Evaluation methodology can help organizations forecast likely training adoption and impact while establishing a practical plan for measuring return on investment.

Pilot evidence can improve governance decisions before a large rollout. A controlled trial may reveal gaps in manager reinforcement, technology access, content relevance, or learner motivation. Organizations can use this pilot training program guidance to structure a smaller test, define success criteria, and decide whether to adapt, expand, or stop the initiative.

Governance decision	Evidence to review	Accountable role	Typical action
Select a priority	Strategic goals, performance data, risk exposure	Executive sponsor	Approve, defer, or reject
Choose an intervention	Needs analysis, workflow barriers, audience research	Learning council	Recommend training or another solution
Approve design	Learning objectives, practice quality, accessibility	Design authority	Release for pilot or revise
Scale delivery	Pilot adoption, manager readiness, operational capacity	Program sponsor	Expand, adapt, or pause
Confirm value	Behavior change, business metrics, investment data	Evaluation owner	Continue, redesign, or retire

Evidence should be proportional to the decision. A short learning burst may need a focused adoption check, while a global leadership academy warrants a stronger measurement plan. The objective is useful evidence at the right time, not measurement activity disconnected from action.

Make Adoption Part Of Design

Learner participation is influenced by workload, manager expectations, system access, relevance, and trust. Governance should therefore examine the environment around a program, not just the quality of its content. A well-designed course can still fail when supervisors do not make time for it or when employees cannot apply the skills in their daily work.

Each major initiative should include an adoption plan. It can specify manager communications, enrollment rules, practice opportunities, reinforcement messages, peer support, performance tools, and escalation routes. Learning bursts, coaching prompts, and job aids can sustain behavior after a formal session ends.

Stakeholder involvement also improves credibility. Experienced practitioners and subject matter experts can help ensure that examples reflect real work rather than theoretical processes. Perspectives on corporate identity expertise can be particularly valuable when leadership or culture initiatives must align individual behavior with the organization’s identity.

Establish An Operating Rhythm

A governance framework becomes effective when it operates as a repeatable management system. Every proposal should move through recognizable stages: identify the performance need, assess solution options, prioritize the investment, design and test the intervention, launch with adoption support, and review results.

Dashboards should show more than enrollment and completion. Useful views may include time to proficiency, manager participation, application rates, operational performance, learner confidence, and forecast versus actual value. Segmenting results by location, role, tenure, or business unit can expose where a program works and where additional support is required.

The following practices help maintain focus:

Assign one accountable business sponsor to every significant initiative.
Use a common intake and prioritization scorecard across departments.
Require a pilot or evidence review before high-cost, large-scale deployment.
Set review dates for programs so outdated offerings can be redesigned or retired.
Publish governance decisions and standards in a location accessible to stakeholders.

A mature governance model makes learning easier to manage because it links daily decisions to enterprise outcomes. Organizations can begin with a small council, a clear charter, and one shared portfolio review, then expand the model as confidence and evidence grow. To design a framework that fits your operating environment, connect with Dave Basarab Consulting for guidance on learning strategy, custom development, leadership capability, and predictive evaluation.

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.