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

Building Stakeholder Consensus for Long-Term Learning Value

Long-term learning investments often compete with urgent operational priorities, technology upgrades, and short-term performance initiatives. Stakeholders may support employee development in principle while still questioning its cost, timing, or measurable contribution to business results.

Consensus becomes stronger when learning is framed as a strategic capability rather than a series of disconnected courses. The goal is to connect workforce development with the organization’s priorities, define credible evidence of progress, and give each decision-maker a meaningful role in shaping the investment.

A practical approach combines enterprise learning strategy, stakeholder alignment, predictive measurement, and regular communication. This creates a shared view of why the investment matters and how its value will be assessed over time.

Start With A Shared Business Problem

Consensus is difficult when the proposal begins with training hours, course catalogs, or learning technology. Begin with a business problem that senior leaders already recognize, such as inconsistent customer service, slow adoption of new systems, weak leadership pipelines, or preventable compliance risk.

Interview executives, managers, subject matter experts, and employees to identify where capability gaps affect performance. Look for patterns across functions rather than collecting isolated requests. A clear problem statement should explain who is affected, what behavior must change, and which business outcomes may improve.

This approach also prevents learning teams from promising results they cannot influence. Training may contribute to productivity, quality, or retention, but it usually works alongside process design, management practices, incentives, and technology.

Translate Learning Into Stakeholder Priorities

Different stakeholders evaluate the same investment through different lenses. A finance leader may focus on cost, risk, and return. An operations executive may care about speed and consistency. Managers may prioritize practical tools that support their teams without creating disruption.

Create a value map that connects learning outcomes to these priorities. For example, improved manager coaching may support faster onboarding, stronger employee retention, and better execution of performance standards. The map should distinguish between immediate outputs, behavior change, and longer-term organizational outcomes.

Use plain business language instead of relying on learning terminology. “Managers conduct effective performance conversations” is more actionable than “participants complete a leadership module.” Clear language makes the proposal easier to evaluate and strengthens ownership outside the learning function.

Build Evidence Before Scaling

A long-term investment earns credibility when it includes evidence from the beginning. Establish a baseline for current performance, adoption, manager behavior, and relevant business measures. Then define what will be monitored during a pilot and after broader deployment.

Predictive Evaluation can help decision-makers estimate whether employees intend to use new skills, whether managers will reinforce them, and whether the surrounding environment supports transfer. The intention evaluation model offers a useful way to examine adoption signals before relying on lagging business results.

Evidence should include qualitative and quantitative information. Surveys, interviews, observation, system data, operational metrics, and manager feedback can reveal different parts of the story. A balanced measurement approach avoids overstating causation while still showing whether the program is moving in the expected direction.

Stakeholder	Primary Concern	Useful Evidence	Engagement Method
Executive sponsor	Strategic relevance	Business metrics and risk indicators	Quarterly value review
Finance leader	Cost and return	Investment assumptions and outcome trends	Benefits case
Operations leader	Practical impact	Productivity, quality, or cycle-time data	Pilot readout
People manager	Usability and reinforcement	Team behavior and coaching activity	Manager forums
Employees	Relevance and support	Confidence, application, and feedback	Pulse surveys

Give Stakeholders Visible Ownership

People support what they help shape. Establish a steering group with representatives from business units, HR, finance, operations, and the learning team. Give the group specific decisions to make, such as selecting priority capabilities, approving success measures, reviewing pilot findings, and setting scale criteria.

Avoid creating a committee that only receives updates. Shared ownership requires clear roles and a predictable decision rhythm. A sponsor can remove barriers, business leaders can validate relevance, managers can support application, and the learning team can manage design and evaluation.

Early involvement also surfaces resistance when it is still manageable. A stakeholder who questions the investment may be identifying a genuine implementation risk, such as insufficient manager capacity or a misaligned performance system.

Make The Learning Experience Credible

Stakeholders are more likely to support a program when they can see how employees will use it in real work. Learning should reflect actual decisions, constraints, customers, systems, and conversations rather than abstract examples.

Realistic practice increases confidence in the design. Guidance on writing realistic scenarios can help learning teams create experiences that mirror the choices employees face on the job. This makes the investment easier for operational leaders to recognize as relevant.

The delivery model should also match the workforce. Instructor-led sessions, digital learning, coaching, job aids, peer practice, and short learning bursts can be combined according to need. A flexible architecture signals that the organization is investing in performance, not simply purchasing content.

Create A Cycle For Adaptation

Long-term programs should be designed to learn from their own results. Schedule regular reviews of participation, application, manager reinforcement, learner feedback, and business indicators. Use these reviews to refine content, communication, support tools, and measurement methods.

A continuous feedback loop helps the learning function respond to evidence instead of defending an original design. It also gives stakeholders a visible role in improvement, which can sustain confidence after the initial launch.

Funding decisions should follow agreed criteria. Continue, expand, redesign, or pause components based on adoption and value signals rather than enthusiasm alone. This disciplined approach makes a multi-year commitment feel controlled, transparent, and responsive.

Practices That Strengthen Alignment

Use these actions to turn broad support into durable commitment:

Secure an executive sponsor who can connect learning to strategic priorities.
Define baseline measures before launching the first major intervention.
Involve managers in designing reinforcement and application support.
Share evidence in concise business reviews tailored to each stakeholder group.
Set explicit criteria for scaling, redesigning, or ending program components.

Consensus does not require every stakeholder to value the initiative for the same reason. It requires agreement on the business problem, the expected contribution of learning, the evidence that will be reviewed, and the decisions that follow from that evidence.

When these elements are in place, a long-term learning investment becomes easier to govern and defend. Dave Basarab Consulting can help organizations connect learning strategy, instructional design, leadership development, and Predictive Evaluation with measurable business priorities. Build the case around shared outcomes, test it with credible evidence, and turn stakeholder alignment into sustained capability 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.