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

How to Create a Learning Strategy That Survives Leadership Changes

Leadership transitions can redirect budgets, priorities, and operating models overnight. A learning strategy that depends on one executive’s preferences is vulnerable; a strategy connected to measurable business needs can remain relevant through changes in the C-suite, reorganizations, and shifting market conditions.

The goal is to make learning an organizational capability rather than a collection of individual programs. That requires clear outcomes, shared ownership, adaptable content, and credible evidence that training improves performance.

A durable strategy also gives incoming leaders enough visibility to understand what exists, why it matters, and how decisions are made. This reduces disruption while creating room for thoughtful refinement.

Anchor Learning To Business Outcomes

Start by identifying the capabilities the organization must strengthen to execute its business strategy. These might include consultative selling, frontline leadership, cybersecurity awareness, operational consistency, or effective use of new technology. Each capability should connect to a business metric, such as revenue growth, quality, retention, customer satisfaction, or cycle time.

Avoid framing the strategy around courses delivered or attendance rates. Those measures describe activity, not value. A stronger plan explains which behaviors must change, where performance gaps exist, and how improved capability will support strategic goals. This makes the learning function easier for any leader to evaluate.

Build Governance Beyond Individual Leaders

A cross-functional learning council can protect continuity when sponsors change. Include representatives from business units, human resources, operations, finance, and relevant subject-matter teams. The council should approve priorities, review evidence, resolve ownership questions, and maintain a visible decision record.

Document the principles behind the portfolio, including how initiatives are selected, funded, measured, refreshed, or retired. A new executive may alter priorities, but documented governance prevents every transition from becoming a complete reset. It also demonstrates that the learning function is managed through a repeatable enterprise process.

Clear roles matter as much as formal meetings. Business leaders should own performance outcomes, learning professionals should design effective solutions, managers should reinforce application, and employees should receive practical support for using new skills.

Create A Measurement System That Travels

A leadership change often exposes weak evaluation practices. If the organization cannot explain whether a program improved performance, its future funding becomes dependent on personal advocacy. Use a consistent measurement framework that establishes baseline conditions, defines expected adoption, and tracks business indicators over time.

Predictive evaluation can strengthen the business case before a program launches by forecasting likely adoption, impact, and return on investment. For a practical example of financial measurement, review this guide to calculate training ROI. The calculation does not need to be perfect to be useful; it needs transparent assumptions and a clear connection to operational results.

Use a balanced set of indicators rather than relying on a single survey score. The following structure helps preserve evidence across leadership transitions:

Measurement Layer	What It Shows	Useful Evidence
Participation	Whether the intended audience engaged	Enrollment, completion, attendance
Learning	Whether knowledge or skill improved	Assessments, practice performance
Adoption	Whether behavior appears on the job	Manager observations, workflow data
Business impact	Whether results moved in the expected direction	Quality, sales, speed, retention
Investment value	Whether benefits justify resources	Benefit estimates, cost analysis, ROI

Maintain A Flexible Learning Portfolio

A resilient portfolio contains a stable core and an adaptable edge. The core includes essential compliance, leadership expectations, role standards, and foundational capabilities. The adaptable edge includes short learning bursts, new product training, emerging technology skills, and interventions created for immediate business needs.

Use modular instructional design so content can be updated without rebuilding an entire curriculum. Short videos, job aids, scenarios, practice activities, and manager guides can be rearranged as priorities evolve. This also supports different delivery methods, from facilitated workshops to digital learning and performance support.

Build content standards that protect quality while allowing local relevance. Templates, accessibility requirements, terminology guidelines, and review checkpoints create consistency. At the same time, regional or functional teams can adapt examples to their customers, regulations, and workflows.

Make Managers Part Of The Operating Model

Employees are more likely to apply learning when their managers reinforce it. Manager enablement should therefore be designed into the strategy, not added after a course is complete. Provide conversation guides, observation checklists, practice assignments, and prompts for connecting training to current work.

Leadership transitions are easier when managers understand the rationale behind capability investments. Equip them to explain what is changing, why it matters, and what good performance looks like. Perspectives such as Terry Barber’s insights can help organizations connect inspiration with practical development and workplace application.

Reinforcement should fit existing operating rhythms. A team discussion during a regular meeting, a coaching moment during a one-to-one, or a brief reminder inside a workflow can sustain behavior more effectively than an isolated follow-up email.

Protect The Portfolio With Clear Priorities

When budgets tighten, a documented prioritization model helps the learning team make disciplined choices. Score initiatives according to strategic relevance, performance risk, audience reach, urgency, feasibility, and expected value. Revisit the scores when circumstances change rather than allowing the loudest stakeholder to determine the sequence.

A useful portfolio also shows what will not be funded. Retiring low-impact programs releases capacity for capabilities with stronger business relevance. Resources can then be redirected toward maximizing training value through better alignment, stronger adoption, and more credible evaluation.

Use quarterly reviews to assess assumptions, outcomes, and emerging needs. This rhythm gives new leaders a structured entry point and keeps the strategy current without abandoning its underlying principles.

Actions That Strengthen Continuity

Begin institutionalizing the strategy with practical steps:

Write a capability map that connects strategic priorities to observable behaviors.
Establish a cross-functional governance group with documented decision rights.
Create common evaluation measures for adoption, impact, and investment value.
Convert major programs into modular assets that can be refreshed quickly.
Give managers reinforcement tools and accountability for workplace application.

These actions create a record of purpose and performance that can outlast individual sponsors. They also help the learning function shift from reactive course production to strategic capability building.

Leadership changes are inevitable; learning disruption does not have to be. Assess your current portfolio, identify the outcomes that must remain stable, and build the governance and evidence needed to carry those priorities forward. A learning strategy designed around business capability, measurable value, and adaptable delivery can earn confidence from every leadership team that follows.

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.