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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.

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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.

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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.

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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.

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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.

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Predictive Evaluation

How to Create a Learning Strategy Roadmap for a Rapidly Scaling Company

Rapid growth changes what employees need to know, how quickly they must apply it, and how leaders should support performance. A learning strategy roadmap gives the organization a practical sequence for building capability while connecting development investments to operational priorities.

The strongest roadmaps avoid treating training as a collection of isolated courses. They establish a shared direction for enterprise learning, define the capabilities required at each stage of growth, and create feedback loops that show whether learning is changing behavior and business results.

A scalable approach should be specific enough to guide decisions while flexible enough to adapt as markets, systems, roles, and customer expectations evolve. The process below provides a framework for creating that balance.

Start With Business-Critical Outcomes

Begin by identifying the business results that matter most over the next 12 to 24 months. These may include faster onboarding, improved sales productivity, stronger manager performance, higher customer retention, safer operations, or successful adoption of new technology. Learning priorities should be traceable to these outcomes.

Engage executives, functional leaders, and high-performing employees to identify where capability gaps are slowing growth. Ask what employees must do differently, which decisions require greater consistency, and where delays or errors create measurable costs. This produces a learning agenda grounded in performance rather than course demand.

Map Capabilities Across the Organization

Translate strategic priorities into capabilities, behaviors, and role expectations. A capability map might include technical expertise, customer-facing skills, leadership practices, compliance knowledge, collaboration habits, and digital fluency. Separate foundational capabilities needed by most employees from specialist capabilities required by particular functions.

Then assess current proficiency against future requirements. Use interviews, performance data, manager assessments, observation, and employee feedback rather than relying on self-reported confidence alone. Prioritize gaps according to business impact, urgency, population size, and the time required to build competence.

Establish Governance Before Scaling

Rapid expansion can produce duplicated content, inconsistent standards, and competing requests from different departments. A clear learning governance framework establishes who sets enterprise priorities, who approves programs, who owns subject matter, and how resources are allocated. This governance framework becomes especially important when several regions or business units are creating learning at the same time.

Governance should also define design standards, technology decisions, accessibility expectations, measurement requirements, and review cycles. A small central learning team can set principles and provide tools while business units contribute context and expertise. This model preserves local relevance without allowing every team to build a separate solution for the same need.

Roadmap Element Key Decision Useful Evidence Typical Output
Business outcomes Which results require stronger capability? Strategic plans, KPIs, customer data Priority themes
Capability needs What must employees know and do? Role analysis, performance data, interviews Capability map
Learner segments Who needs what level of support? Workforce data, tenure, role profiles Audience groups
Delivery approach Which format fits the task and context? Complexity, risk, access, time available Learning architecture
Measurement How will adoption and impact be proven? Behavior indicators, operational metrics Evaluation plan
Governance Who owns decisions and standards? Stakeholder mapping, operating model Decision rights

Design A Learning Architecture That Can Expand

A scalable learning architecture combines several methods instead of depending on long, infrequent courses. Use structured programs for complex skills, manager coaching for reinforcement, guided practice for new processes, performance support for immediate tasks, and short digital resources for targeted needs.

Learning bursts can help employees absorb and apply information without removing them from work for extended periods. Explore how learning bursts shorten ramp-up when new processes, systems, or policies must be adopted quickly. Each burst should focus on one meaningful outcome and connect to practice, feedback, and a clear workplace application.

Design for the realities of a growing workforce. Mobile access, searchable resources, manager toolkits, peer learning, virtual facilitation, and localized examples can improve reach across locations and schedules. A common experience should provide consistency, while modular content allows teams to adapt examples and activities to their work.

Build A Phased Roadmap

Organize initiatives into near-term, medium-term, and longer-term horizons. The first phase should address urgent capability risks and establish foundational systems. The second can expand high-value programs, strengthen manager involvement, and improve content reuse. The third can support advanced career pathways, talent mobility, and predictive workforce capability planning.

Give each initiative an accountable owner, target audience, milestone, dependency, estimated effort, and success measure. Make dependencies visible: a new sales curriculum may depend on updated role definitions, a manager program may require executive alignment, and technology training may depend on system readiness.

Behavioral design can improve the likelihood that employees use what they learn. The relationship between instructional design and behavioral economics offers useful principles for reducing friction, strengthening motivation, and shaping choices in the work environment. Build prompts, defaults, social reinforcement, and practical cues into the roadmap rather than treating adoption as an afterthought.

Measure Adoption And Business Impact

Measurement should begin during roadmap design. Define the behavior employees are expected to demonstrate, how managers will observe it, and which business indicators may change when adoption improves. Depending on the initiative, evidence may include time to proficiency, process compliance, sales conversion, quality scores, customer outcomes, retention, or reduced rework.

Predictive Evaluation provides a useful structure for forecasting likely adoption, impact, and return on investment before a major program is launched. Establish a baseline, identify leading indicators, and schedule follow-up reviews at meaningful intervals. Participation data alone cannot show whether capability has improved or whether the organization captured value.

Turn The Roadmap Into An Operating Rhythm

A roadmap becomes effective when it guides recurring decisions rather than sitting in an annual presentation. Review priorities quarterly, refresh capability assumptions when the business changes, and use pilot programs to test design choices before expanding them across the organization.

Use these practices to keep the roadmap focused and actionable:

  • Tie every major learning initiative to a documented business outcome.
  • Assign one accountable owner for content, delivery, adoption, and measurement.
  • Build modular assets that can be reused across roles, regions, and channels.
  • Involve managers early so reinforcement becomes part of normal work.
  • Review evidence regularly and redirect investment toward programs showing meaningful impact.

A rapidly scaling company needs learning infrastructure that grows with its strategy. By linking capability planning, governance, scalable design, and credible evaluation, leaders can create a roadmap that supports faster performance without sacrificing consistency.

Dave Basarab Consulting can help translate business priorities into an enterprise learning strategy, scalable development solutions, leadership programs, learning bursts, and measurable outcomes. Explore the services available to build a learning roadmap connected to the results your organization needs next.

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.

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