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

Action learning for real business problems

Leadership programs often create insight in a training room, then lose momentum as participants return to competing priorities. Action learning closes that gap by making a live business issue the central learning task.

Cross-functional participants investigate the issue, test options with stakeholders and implement changes with support from peers, facilitators and leaders. Leadership development then rests on judgement, collaboration and measurable results rather than simulation alone.

Australian workplaces add useful context. Teams often favour direct discussion, practical answers and “no waffle”, while expectations of equal contribution reflect a fair go. A challenge might involve an ASX-listed company, a regional operator or a small family-owned business, with participants joining from Sydney, Melbourne and Brisbane. Whatever the setting, learning must convert into decisions and action without requiring everyone to share one room.

Action learning and conventional development

Dimension	Content-led program	Action learning design
Problem	Instructor-defined case	Participant-owned business issue
Participant role	Analyse and recommend	Decide, experiment and implement
Evidence	Facilitator observation and recall	Workplace decisions, stakeholder feedback and results
Output	Presentation or recommendation	Implemented action with documented learning

The distinction matters because leadership capability grows through choices under real constraints. Participants confront incomplete information, competing stakeholder interests and the consequences of implementation, then use that experience to refine how they lead.

An effective design gives each learning set access to a sponsor, decision rights and enough time to act. The issue must be consequential enough to engage senior participants, yet bounded enough for the cohort to influence within the program window.

Designing around a consequential business issue

Start with issues that matter to the operating model: customer retention, service recovery, project delivery, cost-to-serve or manager capability. Avoid selecting a polished project with no live decision attached. The sponsor should explain the business outcome, constraints and non-negotiables, while participants investigate what is actually within their influence.

Frame the work as a powerful learning question rather than a predetermined answer. “How might we reduce avoidable service failures across the customer journey?” creates room for experimentation; “Implement the new escalation script” merely requests compliance. A small action learning set of five to eight participants can bring together functions such as operations, finance, technology, sales and people.

Protect trust by separating learning from performance appraisal. Establish confidentiality rules for internal data and candid discussion, publish what can be shared, and make the sponsor’s role explicit. Australian workplace norms often reward straightforward conversation, but facilitators still need to create psychological safety so junior voices can challenge assumptions without damaging relationships.

Facilitation that turns debate into action

A useful rhythm cycles through questioning, action and reflection. Participants define the problem, generate and test options, take a bounded step, review what happened and share learning with the set. The facilitator challenges assumptions and manages the process without becoming the expert who owns the answer. Sponsors and subject-matter experts provide access rather than rescue.

Experiments should be small enough to run quickly but real enough to produce evidence. A customer call-back pilot, revised handover process or forecast assumption test can reveal more than a seminar discussion. Peer coaching then links the action to leadership behaviours: how decisions are made, how teams are convened, how trade-offs are communicated and how learning is transferred.

Learning bursts can reinforce this rhythm after the main workshop. Short follow-ups let participants report progress, resolve obstacles and revise their actions. For dispersed teams in Melbourne, Sydney and Brisbane, blended sessions provide access to stakeholders and data without requiring constant travel.

Evaluating adoption, application and value

Evaluation should begin before delivery and follow behaviour into the workplace. Dave Basarab’s guidance on predicting long-term adoption shows how learner feedback can expose intention–behaviour gaps that end-of-program satisfaction misses. For action learning, pair that evidence with decisions implemented, stakeholder feedback and operating results.

Predictive Evaluation can connect forecasts, adoption measures, impact evidence and return on investment in one coherent approach. Agree during design on what adoption means, who owns each action and which business indicator may change. At 30, 60 and 90 days, review application separately from financial impact; a useful intervention can alter service or workflow before it moves a lagging metric.

This approach also produces credible conversations with executives and funders. It acknowledges that training is an investment rather than an isolated event, while avoiding unsupported claims about causality. Leaders can see which behaviours continued, where manager support weakened implementation and which business outcomes justify continuing the intervention.

Sustaining change beyond the program

Business sponsors need a visible role during and after the cohort. They clarify decisions, remove blockers, recognise changed behaviour and bring participant learning into planning forums. Line managers should receive practical reinforcement, such as coaching prompts and opportunities to discuss application in team meetings, because senior sponsorship alone will not sustain workplace change.

When external support is required, Dave Basarab Consulting connects enterprise learning strategy and custom program design with leadership development, learning bursts, delivery and Predictive Evaluation. This integrated approach keeps the business problem central and treats evaluation as part of implementation rather than an administrative finale.

The practical takeaway is to enter each cohort with one consequential business issue, an accountable sponsor, real decision rights, protected time to act and an agreed measure of workplace application. Action learning then becomes both a problem-solving mechanism and a leadership development experience that compounds organisational capability.

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.