Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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

Align Custom Instructional Design With Corporate Innovation Goals

Innovation depends on more than creative ideas. It requires employees to adopt new behaviors, use unfamiliar tools, make sound decisions under uncertainty, and collaborate across functions. Custom instructional design can translate those expectations into practical learning experiences that support measurable business priorities.

A generic course may explain a process, but a strategically designed program changes how work gets done. It connects capability building with product development, digital transformation, operational improvement, customer experience, or other innovation initiatives already underway.

The strongest learning strategies begin with the business outcome and work backward. This approach gives instructional designers a clear basis for selecting content, practice activities, delivery methods, and evaluation measures.

Start With The Innovation Outcome

Before creating a curriculum, define what the organization means by innovation in a specific business context. The goal may be faster experimentation, stronger cross-functional problem-solving, increased technology adoption, or a shorter path from research to market.

Translate that broad ambition into observable performance. For example, “build a culture of innovation” is difficult to design for, while “run evidence-based customer discovery sessions before approving new features” gives designers a behavior they can teach, practice, and measure.

Stakeholder interviews, workflow observation, performance data, and strategic planning documents can reveal the gap between current capability and future requirements. These inputs prevent a learning team from solving the wrong problem with an attractive but disconnected course.

Design For Real Decisions And Behaviors

Innovation capability develops through decisions, trade-offs, and experimentation. A custom program should therefore use realistic scenarios rather than rely primarily on presentations or information-heavy modules.

Learners might prioritize competing ideas, respond to an unsuccessful pilot, defend a business case, or collaborate with colleagues who hold different technical and commercial perspectives. Simulations, case studies, peer feedback, job aids, and manager-supported assignments make the learning experience closer to the work itself.

Instructional design should also account for the organization’s innovation model. A program for lean product teams will differ from one for regulated operations or a global enterprise introducing artificial intelligence. The content, language, examples, and practice environment should reflect the decisions employees actually face.

Connect Learning Architecture With Adoption

A single workshop rarely creates lasting behavior change. Innovation-focused learning works better as an experience that combines formal instruction, short learning bursts, coaching, peer exchange, and performance support at the moment of need.

A blended learning architecture can introduce a concept, let employees apply it, and reinforce it over time. Learning bursts may address one practical skill, such as writing a testable hypothesis or interpreting customer feedback, while team sessions provide space to apply that skill to active initiatives.

Adoption also depends on the surrounding environment. Managers need to reinforce new practices, leaders must make room for experimentation, and systems should reward the behaviors the program promotes. Custom instructional design should identify these conditions early rather than treating learning as an isolated event.

Make Measurement Part Of The Design

Evaluation should begin before development, not after delivery. Establish a chain between the learning intervention, expected behavior, operational outcome, and strategic innovation goal.

Useful measures may include confidence and knowledge, but they should extend to observable application. Examples include the number of validated experiments, cycle time between idea and test, stakeholder participation, quality of decision documentation, or adoption of a new innovation platform.

A measurement intention dashboard can help stakeholders clarify what they expect learners to do, what business results should follow, and how evidence will be gathered. This creates shared accountability among learning professionals, managers, and business sponsors.

Design Element	Innovation-Aligned Question	Possible Evidence
Business goal	Which strategic result should improve?	Faster launches, higher adoption, reduced rework
Target behavior	What should employees do differently?	Better experiments, clearer decisions, stronger collaboration
Practice method	Where can learners rehearse the behavior?	Simulations, live projects, peer review
Reinforcement	What will sustain application?	Coaching, learning bursts, manager check-ins
Evaluation	How will value be demonstrated?	Behavior data, operational metrics, ROI analysis

Use Technology With A Clear Purpose

Digital learning tools can expand access and provide useful data, but technology should serve the performance objective. An interactive simulation may be valuable when learners need to make decisions, while a concise job aid may be better for a repeatable process.

Artificial intelligence, adaptive pathways, virtual collaboration, and learning analytics can support personalization and scale. However, adding technology without a defined learner need can create friction and distract from the business problem.

Accessibility and usability are equally important. Employees should be able to participate across locations and devices, find resources quickly, and apply lessons within their normal workflow. A technically advanced experience that employees cannot easily use will not advance an innovation strategy.

Build Governance Across Stakeholders

Custom learning initiatives often involve executives, subject matter experts, human resources, managers, technology teams, and employees. Clear governance keeps these groups aligned on scope, decisions, review cycles, and success measures.

Subject matter experts should contribute expertise without turning every course into a documentation project. Instructional designers can protect the learner experience by organizing content around decisions and tasks, then validating accuracy through focused reviews.

Leaders also need visibility into progress and results. A concise reporting rhythm can show participation, application, barriers, and early business signals. For teams establishing a common evaluation language, the Predictive Evaluation book offers a useful foundation for connecting learning investment with anticipated outcomes.

Practical Priorities For Learning Teams

An innovation-aligned learning initiative becomes easier to manage when the design team focuses on a few high-value actions:

Define one or two strategic outcomes before writing learning objectives.
Interview performers, managers, and business sponsors to identify critical decisions.
Build practice around authentic work, including uncertainty and competing priorities.
Plan reinforcement through coaching, manager routines, and short follow-up resources.
Select evaluation measures that show application and business movement, not attendance alone.

These priorities encourage a disciplined relationship between instructional design and enterprise strategy. They also make it easier to adjust the program when the innovation initiative changes direction, which is common in fast-moving organizations.

When learning teams treat design as a business capability rather than a content-production exercise, they can create programs that are relevant, adoptable, and measurable. The result is a clearer path from employee development to stronger innovation performance.

Bring your next capability initiative into alignment with its business purpose through a tailored learning strategy, practical instructional design, and evaluation that forecasts value. Dave Basarab Consulting can help translate innovation goals into learning experiences that employees use and leaders can measure.

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.