We Begin the Optimization Process by Getting CLEAR on the Most Important Assets in Your Business: Your Team. At Its Core, Business is Pretty Simple & We Move These Teams to a Desirable “After” State.

The Undeniable Fact of Governance

Human beings are known for liking “shiny things”, you may have an Apple iWatch on right now because you all love showing “shiny things,” especially if they’re functional. Well, the same thing with your organizations and learning technology, right? Everyone wants to look at the next digital badging solution that will work with LinkedIn or gamification using Leaderboards, augmented realities that allow learners to see the real-world applications or they’re looking at the other million Educational-Technology (Ed-Tech) stuff that’s out there.

But they don’t want to talk about the “Governance Framework” that will be required to drive your learning technologies. Whether you’re putting in place a digital Leaderboard, LinkedIn badging solution, or whatever it is that you’re deploying, you need to ensure it is going to work over the long haul and will need to know exactly how to maintain sustainably for your organization ongoing. That’s where your learning technology “Governance Framework” is deployed, it’s a model designed to support and effectively manage all of your learning technologies to establish an approach to make good decisions around your Ed-Tech.

What exactly is needed from Ed-Tech or a Learning Management System (LMS) and how is your organization going to manage it? Getting learning technologies up-and-going requires a functional team from the get-go. Taking the daily management of all those moving parts, especially when an organization is operating in the cannabis industry and there’s an emergency ruling or law change implemented overnight, etc… This will require different stakeholders to help manage everything. Internally, your different location’s Lines-of-Business (LOB’s), different teams, and even job roles, etc. are always going to have their own needs, wants, agendas, etc. Your team must know how to manage those daily operations with your limited resources to ensure that your organization can continually be successful with your learning technology.

Learning Technology Governance Purpose

Why do you need learning technology governance? The “Governance Framework”, is like anything, right? It’s a tool. It’s not perfect, but it’s designed to help you to be more successful at managing your learning technology environment than if you don’t have a “Governance Framework” at all. Let’s look at what governance is, everything that it consists of, and most importantly, what it is not. Since a “Governance Framework” is nothing new, let’s look at this from a cannabis industry perspective and start with its definition:

“Governance Frameworks” are the structure of your organization and reflect the interrelated relationships, factors, and other influences upon your operations within the cannabis industry.

Enterprise‐wide learning technology requires a significant investment in both technology and personnel. Your organization must be committed to the strategic direction of governance and acknowledge the ongoing costs of maintaining and expanding the capabilities of your learning technologies. At this point, you can probably imagine the liability your organization will have if any “bad” learning technology governance is implemented, since every organization differs in its structure and culture there’s no “perfect LMS” that you will ever find out there, but there are common steps required to avoid potential strategic misalignment and sustain executive support.

Not to worry though, the Learning Management System (LMS) industry is pretty commoditized at this point, by our estimates there are more than +1,000 LMS vendors you’ll find out there competing. You’ll find low-cost licensing fees for LMS’s since it has been a “race to the bottom” for vendor pricing in the marketplace. Solutions range from the open-source solution called Moodle which is the world’s most widely used LMS to global software companies like LinkedIn Learning, SAP Litmos, Cornerstone OnDemand, Oracle iLearning, etc.

It’s three (3) general strategies that your organization will need to support, but it is the last one that you’ll find, leaders and stakeholders generally don’t do. Your organization needs to approach governance from a strategic perspective, but what do you need to put into place to implement an effective learning technology ecosystem?

First, it’s all about alignment within your entire organization! Alignment is where you’ll find that your learning technology ecosystem doesn’t just exist in its own “Human Resources (HR) bubble” and leadership needs to be involved. By starting with good learning technology governance from the start, it will emerge as being strategic for your organization as a whole and how it will be used as a competitive advantage in the ever-changing cannabis industry landscape.

As your organization invests in learning technologies, it is your governance that will help define your organization in the cannabis industry, whether it provides an exceptional customer experience in a cannabis dispensary or when manufacturing edible products that are safe, right? Your team needs to be trained and certified – regardless of whether your regulators have implemented a “Responsible Vendor” training or equivalent types of compliance requirements for team members need to be effective and safe at what they do.

You’ll find that many times the learning technology governance decisions you make are really “downstream effects” or in response to requirements by government regulators. In the cannabis industry, they exist to make sure that not only is everyone working safely and meeting specified minimum standards, but the community and its members aren’t being negatively affected either. Otherwise, you may just find yourself being fined, or even worse, completely shut down and losing your license to be legally operating a business in the cannabis industry.

That’s just “best practices” to operate compliantly in the cannabis industry, and this is very boring and the very “un-fun” part of learning for everyone in your organization. But your team members must be engaged, regardless you’ll need some type of learning technologies for their ongoing training, certification, etc. as you all come to find out that you’re really in the business of compliance, but fortunate to be able to work with this amazing plant. All the learning technology needs are driven by your organization’s needs and its business objectives. That’s what’s driving your requirements to achieve those profitable outcomes.

One of the biggest issues plaguing the cannabis industry is combatting the high employee turnover rate that you see, why do close to half of your employees leave your organization every year? Recently, Headset, a cannabis industry data platform reported a 62% turnover rate for cannabis dispensary workers (in Colorado), which are the core of any retail business, being the most customer-focused employees.

Headset also reported that the annual rate of turnover across the workforce reported at 44% in the cannabis workplaces, there’s a notably bigger problem that every organization needs to address to fix this industry-wide problem. Workers in the cannabis industry reported frustration with compensation, feeling undervalued, and a lack of professional development (aka training) for advancement as top reasons for leaving.

Although these are some of the most common motivations for quitting, the decision likely results from a combination of many factors. With over one-third (⅓) of workers considering quitting their job at any given time, it’s a problem that needs serious addressing to improve. You can see that it is essential to put in place an effective strategy since there’s no point just investing in nice “shiny things” if it doesn’t have any impact on your organization, or if that “impact” is questionable that’s supposedly happening.

It must be measurable against core metrics that are valued by your entire organization, and if it’s not something you can measure, then any strategy without execution is a waste of time. But the true value in the delivery of that content well, to truly meet the learner. You could call this accessibility, but it is essentially respecting that individual learner, their abilities, and fundamentally about executing their needs while in alignment with your organization’s business objectives.

If you don’t have a good execution, then it’s just a whole bunch of people talking and not doing anything. So, execution is the “doing part” of learning technology governance, right? What do you need to do to make that strategy work? And what things do you have to put in place – like job roles, compliance tasks, re-certification timelines, team leader responsibilities, stakeholder reporting – and all those things to make it work?

A “Governance Framework” isn’t just the “talk part”, it’s required a “doing part” by your stakeholders. This is the most “important part” that organizations generally overlook or leave out their learning technology evaluation entirely. If you put a strategy into place then execute it, but how well did you do? Did it achieve the outcomes you expected? Did it overachieve or did it underachieve, but on what metric specifically?

The real value of doing an evaluation is because it is a part of the constant alignment or realignment of both your organization’s strategy and learning technologies integrating with your framework (aka “Learning Technology Stack”) that you’re executing. Because, as you know, anyone rarely gets it right the first time. But you must define your metrics and those numbers can only come from inside of your organization, look to your executive leaders or Human Resources (HR) to define those key metrics.

These types of “Human Resource (HR) metrics” are key figures that help organizations track their human capital and measure how effective their human resources initiatives are. Again, examples of such data include turnover, cost-per-hire, benefits participation rate, and others measuring this kind of information – what’s working well, what needs improvement, and what trends to expect in the future – will help your organization figure out strategies.

Sometimes, it takes several tries to get all of the learning technologies to work together in a meaningful way for your organization, and as part of that, you have to continually evaluate. Are you successful? Are you not successful? What could you do better? As well as communicate success, right? Because a lot of the time when you’re talking about strategy and the ability to execute it, it comes down to dollars and cents return on investment, right?

So, if you’ve got a strategy, and it’s very hard to articulate the Return-of-Investment (ROI), you’re going to have to evaluate very hard, how good of a job you’ve done implementing all of those different learning technologies and how that would apply to an ROI to get additional budgets for more eLearning projects.

It is essential that an organization has very clear goals that you’re trying to achieve from a strategy and executive perspective, and you’re able to “connect the dots” for everything in between. You need to know what’s the outcome versus what was done to get that outcome then measure your success in “connecting those dots”, and you’re more likely to get support for additional projects, etc. because you’ve proven yourself that you can deliver tangible business outcomes.

And that’s not just the number of learners that were trained, or how many course completions your organization has, etc. You’ll want to evaluate from a completely different perspective of: out of the total number of learners that did complete training versus those that did not, were you able to measure that? You need to know a meaningful outcome, what’s the productivity like for those who completed their training? Do you know? What are your organization’s safety measures or measurements? Has it gone up? Has it gone down?

You must be able to create relationships between the learning technology that’s implemented and the measurable outcomes that you’re expecting from it. In terms of a business perspective if you can articulate that thorough organizational evaluation, you’re more likely to get support for all of your eLearning projects.

Ways to Improve and Implement Good Governance

The goal of learning technology governance is to provide a responsive, flexible leadership framework focusing on success and assistance with critical decisions. And in tough economic times, consistent and well-thought-out governance becomes critical in maintaining its integrity. Good governance anticipates disruptive issues and quickly elevates them to the appropriate level of decision-makers within your organization and the “speed to solution” is matched by the corresponding efficiency in communications that maintain the alignment.

"Governance Framework" Attitude

Alright, what is attitude? And you always start from an attitude first, because these, if you ever have been involved in doing a “Root Cause Analysis”, and not just from a learning technology “Governance Framework” perspective, but at an organizational level, where or when there’s been some form of catastrophic failure. Just for reference if you’re not familiar with “Root Cause Analysis”:

It is the process of discovering the root causes of problems to identify the appropriate solutions you need in the cannabis industry. It assumes that it is much more effective to systematically prevent and solve underlying issues rather than just treating ad-hoc symptoms to put out fires in your operations.
What attitude does your organization’s culture promote? Is it like a “safety culture” or “compliance culture”? Is it a culture that welcomes new team members when they’re hired and fosters their professional development from the get-go? What is the culture? What is the attitude for doing things consistently, constantly re-evaluating, and constantly improving what your organization is doing?

Reviewing records is always looked at whenever you do a “Root Cause Analysis”, it’s a part of that process that’s the first step when conducting an analysis. This is all done to determine the cultural and/or organizational type of unobservable factors that ended up causing a catastrophic failure. In terms of attitude, everyone who is involved in governance needs to have a point of view where they always want to do things well and to do them in a consistent, sustainable way – similar to those too familiar with Standard Operating Procedures (SOPs).

With the right attitude, right, you’re more likely to gravitate towards adopting a good governance strategy because you need it, you need it to do things in a consistent, sustainable way, where the decisions that your organization makes are transparent when it impact people, where people are engaged at the right levels to ensure you get the right outcomes and attitudes is the top priority.

Leadership Structure

It’s about the leadership structure and when talking about governance, this is really about making sure that your organization has put the right people in charge of learning technology governance. From a strategic perspective, it is essential to have the right leadership structure, which is and fosters good governance in itself.

Now your organization will have the right leaders who can be decision-makers that are engaged at the right levels within your organization. To implement successfully, they will need to have the right levels of “delegated authority” then they can independently make decisions, escalate issues, federate responsibilities, etc. as required to ensure nothing “gets in the way” to immediately help facilitate team members and have good outcomes from the “Governance Framework”.

This is how a “Federated Model” is your strategic approach to how a training function is organized within the enterprise. The “Federated Model” centralizes some processes of the training function, which will be managed within one part of your organization, and decentralizes other processes, which will be managed within various lines of business within the enterprise.

The most common example is when the “Training Operations” manages processes associated with the administration of learning technologies, while those processes for content development and delivery are managed within particular Lines-of-Business (LOB) for which content is required by compliance. But, for example, the sales operations would manage sales training, the manufacturing organization would manage manufacturing training, and the Information Technology (IT) operations would manage IT training. Meanwhile, all training administration is managed by “Training Operations”, operating through a company-wide Learning Management System (LMS) or learning portal.

Internal Process

There’s an internal process that supports all of the requirements in the heavily regulated cannabis industry, it is impossible to be successful without having a process especially if you cannot do something consistently. Where do you meet? How often do you meet? What are you doing with the meeting information? Who manages things like learning technology? Who manages the content, and the content technologies that you use to develop and deploy content?

Who is responsible for managing and maintaining the reporting information that you get? And then how do you align that with the business stakeholders? How do you engage with business stakeholders? All of these things have processes that need to be thought out and established for you to be successful.

And you don’t have to do them all at once. But you do need to establish a process as you go through this. Because if you don’t, then it just becomes a bit of a free-for-all all mess. And, there is no consistency. Or in a lot of cases, transparency, you end up with people just doing whatever they want the whole thing fragments.

Commitment

And then the last piece of the puzzle is the commitment part. And that’s the thing you have yet you start with the attitude and you end with the commitment. And the commitment is not just to start this, which is a lot of organizations that go. Yeah, you need a “Governance Framework”, and you’ll start designing a solution for your organization, but afterward many times, they just don’t commit to maintaining it as their organization evolves – which happens daily in the cannabis industry.

Your organization must have an ongoing commitment, and in the Learning Management System (LMS) world, the” hardest year” is year two (2) and beyond. Implementing your LMS and “going live” with it in your organization in numerous respects is the easiest part of it all. Making sure that you maintain it and it continues to be accessible and grows with your organization is a far greater commitment or requires a far greater commitment than just putting it in and walking away.

Good Learning Governance Benefits

What do you get by putting all of this effort into your learning technology? Well, you get lots of stuff from having a good “Governance Framework”, but the primary benefit that your organization will realize is that it is developing a partnership with your learning technology provider. That’s why you consider us an “extension of your team” since these types of strategic business partnerships are critical, as the Learning Management System (LMS) generally is run by a “corporate perspective” that’s primarily influenced by the Human Resources (HR) team.

If you look at extended enterprise organizations in the cannabis industry (ex. Multi-State Operators (MSO), etc.) it’s generally run by one (1+) or more Lines of Business (LOB), workforce, and opening a lot of cases is more the operational end of the business, but regardless, they’ve all got the business partnerships that they’ve established then. And they need to make sure that they manage those business partnerships in terms of, the engagement around what is it that you need for you to be successful at the business level and then how do you best support that from a learning technology perspective.

Anyone who’s worked in any business – not just the cannabis industry – for any period knows that what you’re asking for today will probably completely change tomorrow. Because business isn’t static, and especially in the cannabis industry where “change is the only constant” – whether internal changes (ex. Mergers and Acquisitions (M&A), etc.) or external forces (ex. government compliance, etc.) are the motivating factors – that will make things always change. Having those strategic business partnerships becomes critical to ensure there’s continuous alignment between what your cannabis business wants and what’s being delivered from a learning technology perspective.

Transparency and impartiality are critical because nobody has an infinite amount of resources – whether it’s an eLearning solution provider like ourselves or a publicly traded cannabis company. Everyone all resource-constrained at some financial level and while your organization is adopting a type of “Governance Framework”, it’ll be one of the guaranteed questions that come up:

“Well, we’ve got this X-number of resources, how are you going to apply them?”

Decisions need to be made to prioritize some of your internal projects above others, which isn’t any different than what happens for businesses in the cannabis industry and that occurs on basically a daily basis it seems. As part of those decisions being made daily, those decisions around why you’ve decided to de-prioritize something and prioritize yourself or other resources (ex. budget or people). That’s something that needs to be communicated to those various business leaders and/or all of the different stakeholders up and down the “chain of command” (which could even include external vendors, etc.).

This “Governance Framework” will impact your resource prioritization by establishing quality and best practices that will ensure sustainability and consistency around the way that you’re delivering your learning technologies into your organization. Maximizing a learning Return-on-Investment (ROI) is important to make well-thought-out decisions as part of the partnership that you have with your learning technology provider you will maximize your ROI. Part of maximizing ROI is promoting the success of what you’re doing, especially if you’ve got a clear model that’s working around how you prioritize your resources and you’re doing it in a consistent best practice approach.

Again, that’s another area where organizations commonly don’t generally do a really good job, particularly if they’re in the core Human Resources (HR) group. They’re just a service organization that maintains the wider operations and its human capital. But they generally don’t promote themselves particularly well, having a strategic partner as an “extension of your team” to share your successful learning technology environment promotes the success that you accomplished, because by promoting it, then you get dollars.

You’ll get better HR budgets, and by having a comprehensive learning technology “Governance Framework” in place, you’ll make work effortless once it is adopted business-wide. Most in charge of a “Governance Framework” are generally the same, they’re in a service part of your organization (aka Human Resources) and they want to get their customers (aka employees) involved to be able to deliver on projects, which keeps their HR department growing to maintain more human capital, right? That’s important for everyone that’s on an HR team to promote their success and the “Governance Framework” is designed to support that.

Identifying Learning Governance Needs

What aspects of your learning technology need to be governed? To be able to answer this question, you’ll need to think about how it would apply specifically for your organization since there are lots of phases of governance development that are essential to have a strategy that’s led by leadership.

“Strategy Foundation” Phase

The “Strategy Foundation” phase is an important part because it talks about who will be the “owner” and their specific responsibilities, but this isn’t your typical “product manager” or “project owner” that bears the business’ responsibility for successful project implementation. When referring to “ownership”, this is not just the very tip of the spear or person(s) but rather it goes down the entire organizational hierarchy that will essentially be a “pyramid” of who is an “owner” at the various levels in your organization.

During the “Strategy Foundation”, you’ll review each level of your organization’s “pyramid” or hierarchy that you need to define what responsibility they have, what’s their mandate to do within the “Governance Framework”, do they have the ability to make decisions around learning technology and resource prioritization, etc. All of those types of aspects of roles and permissions will need to be discussed to ensure that “ownership” is established is extremely important to govern consistently, but you will be creating accountability in this “Governance Framework” to drastically improve the accountability for anyone’s decisions made.

Ensuring that there is truly accountable “ownership” in your organization, and by creating that type of “accountability matrix” for the various “owners” has to be very clearly defined, or expect a complete governance failure by implosion.

“Technology Foundation” Phase

When you start the “Technology Foundation” phase, you’ll identify what learning technologies or Educational-Technology (Ed-Tech) you have available out there in the marketplace? Nowadays, you’ll find that Learning Management Systems (LMS) are extremely “commoditized” in the technology landscape at this point. There are estimates of 1,000+ different LMS platforms out there that you can choose from, options are in your favor, pricing plans are flexible, but it is the “high tough” or “white glove” service level that you’ll want to seek out.

That is the biggest LMS provider differentiator which will make a massive impact within your organization when you have those strategic partners who truly consider themselves as an “extension of your team” who will be there to assist along the way. But, when you say learning technologies, it’s not just the LMS or that “shiny content” that some education provider just launched – there’s a lot of those in the cannabis industry; where they just constantly do those training product launches.

There are going to be another million things that require additional investments and ensure you are supporting your organization’s learning “Governance Framework”. That could be anything from gamification applications, or it could be mobile learning, or rather you may be looking at other collaboration and social learning applications.

It could be other learning content development applications (ex. Articulate Storyline, H5P, etc.) that will publish standards-based Sharable Content Object Reference Model (or commonly called “SCORM”) content, you’ll find that there are numerous eLearning publishing software tools for creating interactive courses. Most are simple enough for beginners like using H5P which is an open-source eLearning publishing tool that consists of several content types that are specially designed for online training.

You’ll need to discover the different publishing tools that can be integrated into Learning Management Systems (LMS’s) to create a rich and interactive “Technology Foundation” for your organization’s ecosystem. And it lets you create virtually any interaction you can imagine, in minutes, yet they are powerful enough for experts to use and learners to experience them on laptops, tablets, or smartphones.

There are plenty of things out there in the learning technology space that can be applied to the Ed-Tech you’ll find. So, having a good technology foundation is essential and it is critical to remember that “less is more” here since one of the worst things your organization can do is buy lots and lots of stuff during the “Technology Foundation” phase. Because then if you’ve got lots and lots of stuff, how do you manage all that? How does one platform talk to another (ex. Single-Sign-On, REST API integrations, etc.)?

How do you get all of these learning technologies to consistently work together, from implementation through to “go-live” when learners are finally consuming their training, then how do you report out on all of that stuff?

Those are some examples of different decisions you need to make, and unfortunately, without good governance then you’ll find that your team will just gravitate towards the next “shiny thing” and waste resources (people and budgets). Again, this keeps you on your organization on your specific roadmap by having good decision making, even acquisition policies and processes around your learning technology is an important part of your governance.

When it comes to all “shiny things” found during the “Technology Foundation” phase, you know that they’re almost always awesome solutions, and purchasing them is the easiest part but how do you effectively implement them? How do you host it? How do you support it? Who is the “owner” supporting it? How do they manage the support? And then, how do you deal with organization-wide access and customizations, you’ll find yourself never using what you paid for because it doesn’t work for your operations since your business is different from others.

You need a good “Governance Framework” in your organization with an established roadmap that’ll make sure everyone does not get distracted on those “shiny” things since you’ll have established what technologies support your learning framework. All of that needs to be managed by “owners” after the “Technology Foundation” is done and there need to be specific stakeholders that are responsible for it, the relationships with learning technology vendors, and develop a strategy that allows you to grow synergistically together. This all must be managed sustainably and that same “mentality” needs to be applied when you’re buying stuff to support your learning technology ecosystem.

“Support Foundation” Phase

When you’re in the “Support Foundation” phase, it’s all about making policies and processes that are important for everyday operations. This is when you’re making those policy and process decisions, this is about being 100% consistent when establishing your governance. These policies should define the different processes that define the meaningful outcomes that your organization is looking to establish. Setting an effective and consistent policy that supports your governance will make it easier to follow good processes than doing them any differently.

If you adhere to all documentation and processes that you’ve established then it’ll make being “in compliance” in the cannabis industry naturally happen through your organization’s “Support Foundation”. And needs to be supported organization-wide to establish complete transparency, impartiality by stakeholders, and a consistent approach that puts your mind at ease, which is important in good governance.

Professional consulting in the cannabis industry is very important too, as the regulations are constantly changing, and you always have a consistent need for lawyers, medical professionals, etc. Particularly when you talk about international cannabis companies or even Multi-State Operators (MSO), they generally need to have good relationships with their legal or compliance team, but they have great opportunities to make their lives easier by utilizing learning technology to help deliver on what your organization needs to adhere by.

That needs to be clearly articulated as one of the very first steps, between your organization and those Subject Matter Experts (SMEs) – internal team members or external cannabis consultants – who are 100% delivering on the business needs. You will need to think about “Support Foundation” governance, how this impacts your Human Resources (HR) team then how your organization needs to support that for all of your human capital, etc. With your people and organizational needs, that’s part of what everyone does to create that “Support Foundation”, there is a core SME team that’s coaching everyone organization-wide to become better experts themselves.

Remember to always do something special and take extra care of your SME team, you will want to interface with them regularly to ensure they stick around support, triage, mitigation, etc. for your organization’s “Support Foundation”. But when it comes to establishing your “Governance Framework”, a lot of organizations simply ask their SME team, “Nobody likes this tertiary compliance job” that your organization must do. This means there’s lots of opportunity for improvement in how you’re currently managing your learning technology “Governance Framework” to make this become a non-issue.

“Measurement Communication” Phase

Our last phase is around “Measurement Communication” which is all about “reporting” and it’s extremely important, but many times you’ll find the Human Resources (HR) department says they “give me everything” and overly complicates their measurement. The reality is that probably ten (10) reports maximum is needed to run their entire learning business – this ten (10) is an arbitrary number – but it’s a smaller number than what most organizations will ever initially think.

You’ll find that there are three or four (3 – 4) reports that are normally required, but understanding what’s important to your organization will inform you of what reporting is needed to be able to support everything. This “Measurement Communication” is all about your continuous alignment or improvement that you need to support as the cannabis industry is evolving. It is critical that your organization – typically the HR team – establishes proper reporting to communicate success, have measurable results to share, and an established training evaluation criterion.

And what’s essential to measure is what’s specifically important to your organization, because obviously, you can’t build any custom SQL reports or anything unless you know what you’re going to measure (aka report on). How do you measure everything you need to communicate to leadership? Well, some things may not be easily translatable into a reporting framework for measurement purposes, it’s important to establish those in those Instructor-Led Training (aka classroom-based), during their critical annual re-training requirements, evaluations to ensure they’re learning, and reporting items to ensure you’re operating in compliance.

Lastly, now that you’ve established a successful learning technology governance that’s up and running, how do you “market” that information? This is about “marketing” this to everyone internally, not to any of your external customers who may use your learning technologies as part of your “Customer Education” compliance requirements. But, how do you communicate internally organization-wide, what’s the process that leadership goes through when “new things” – hopefully, “shiny things” too – are deployed to help everyone?

It will require time and understanding of the “marketing” communication strategy that aligns with your organization’s governance, the “Measurement Communication” should properly “market” to everyone internally. This should all be driven by the business objectives, getting this right is critical for widespread adoption by every single person and being successful as an entire organization.

“Functional Areas” Phase

All of the different “Functional Areas” need to have an established way – many times these are in the form of “Standard Operating Procedures” (SOPs) – that need to be included as part of the governance. During this phase, you will typically start analyzing the specific needs that are required by your cannabis “license type(s)” that have been issued to your organization or how your different Lines-of-Business (LOBs) are uniquely functioning. What do you govern?

Well, you govern the curriculum which is commonly driven by government regulators mandating specific training requirements that almost always vary by every legal jurisdiction. What exactly is that training you’re going to deliver? And what is the training content – learning activities and resources (ex. SCORM, PDFs, Quizzes, etc.) – that you’re going to support that curriculum with? What type of content or training format is it? Where do you get it from? Do you build it ourselves (aka “Instructional Design”)? Or do you get it from a strategic partner? Is it something that you want to curate themselves?

That’s all part of the “Functional Areas” phase when it comes to governing your training content then there have to be additional considerations around learner assessment and evaluation. This is mandatory if you want to report on learner metrics that will tell you if it’s a success or failure.

How do you assess and evaluate your people? How often do you do it? Do you do it in a standardized way? Or do you do a mixture of those? What are the learning technologies that you’re using to manage the assessments and evaluations for the “Measure Communication” phase? These are important aspects that are required to be established for your organization to deliver on each person who interacts within your learning technology governance.

Primary Governance Models

Learning technology implementations usually originate three (3) types of “Governance Framework” that are internally focused projects typically initiated by an organization. Out of these three (3) primary models, you’ll find that the “Federated Model” works the best, especially when you need to ensure compliance with government regulators in the cannabis industry.

As your organization establishes strategic governance that encompasses both business leaders and technical knowledge leadership from your internal Subject Matter Experts (SMEs) or external cannabis industry consultants. A “Steering Council” and “Learning Council” will always be formed with leadership representation from all organizational operations (ex. legal jurisdictions, Line-of-Business (LOB), etc.), and the primary role of “Governance Framework” is to align its strategy among key-stakeholders to maintain required operational funding ($$$) budgets. Your councils will provide a critical communications channel organization-wide to improve the constant “Measurement Communication” phase updates and they re-evaluate/improve the context of each operational unit’s governance.

At the tactical level, you will have team members who are stakeholders engaged within the day‐to‐day “Governance Framework” that’s being implemented within specific operations to help balance the information from the councils receive from within their organization. An overwhelming majority of effort will be invested in aligning your business processes to accommodate new capabilities introduced with learning technologies as you decide how to implement features. As a result, representation from the entire organization is impacted by these process changes and their feedback is essential to ensure correct “solution design” decisions so it’s a smooth integration into the new approaches.

In all governance models, the full participation of the “Training Operations” is critical to your success and the core team’s ultimate goal will be to manage all learning technologies (ex. Learning Management Systems, Instructional Design, etc. ) implemented. They should be able to easily service the entire organization, but this may require some change since in some organizations, the “Training Operation” may be located in a specific Line-of-Business (LOB) or an internal operations department (ex. Human Resources, Compliance, Legal, etc.). While this organizational alignment will be extremely successful, it will present increasing challenges that need to be included as part of your governance to have a successful learning technology initiative globally or even if you’re a Multi-State Operator (MSO).

With this alignment, your “Training Operations” should exercise additional care to identify and mitigate challenges that surface with different roles and responsibilities as the “Governance Framework” wrestles with aspects traditionally managed in the realm of Human Resources (HR).

"Training Operations" Alignment

Organizational Alignment Strengths Potential Concerns
Human Resources (HR) Team-centric mission-drivenExisting access to employee management processes and systemsThe traditional location for learning expertise Internal focus on the employee when a comprehensive solution is desired
Line-of-Business (LOB) Direct knowledge of products and employee competency needsAlignment with business strategy, compliance, and financial systems Emphasis on external “for-profit” learning services overwhelms basic employee servicesCompeting priorities between business groups for enterprise solutions
Quality Assurance (QA) Emphasis on processStrong foundation in management systems and accompanying toolsets Traditionally limited experience with employee “soft skills” development
Industry Compliance Familiarity with regulations The emphasis of “Seed-to-Sale” tracking and industry compliance Traditionally narrow scope of focus Solution flexibility

"Decentralized Model" Governance

The “Decentralized Model” is where most single license-type or location-based organizations in the cannabis industry start, it is an absolute mess waiting for compliance issues to happen and is not conducive to good governance. Typically, this seems to never work very well, if you’re operating under this type of governance, you want to eliminate the “Decentralized Model” quickly due to potential numerous problems.

Everyone’s got their training and learning technology “kingdom”, who has to manage their “little kingdom” (ex. onsite training for new hire onboarding at a particular location, etc.) and as mentioned before, this doesn’t work particularly well. It is because every single Line-of-Business (LOB), dispensary location, cultivation center, etc. may do something completely different from each other’s operations, and they have their entire training process.

Frankly, it’ll make your team members start running around like chickens with their heads cut off and this will happen exactly when your organization receives a different “cannabis license type” or opens your second location. Especially if that new license or location is operating in a completely different legal jurisdiction, let’s look at the strengths “Training Operations” will have when the governance is shifted or updated to get out of a “Decentralized Model”.

Assuming your organization wants to continue growing in the cannabis industry, within the tactical governance level leadership, several “Training Operations” team members can focus on distinct areas of responsibility to migrate from a “Decentralized Model” to a “Centralized Model”. It is important to note that each team is cross‐functional and composed of members from your organization’s business operations, Subject Matter Experts (SMEs), internal and external stakeholders, etc.

Unless your organization is highly fragmented, the “Decentralized Model” is a recipe for disaster that just stays out with people doing a variety of different things. There are lots of wasted investments, people invest, go and buy the same “shiny thing” from the same vendor, but they will pay different amounts for those “shiny things”. And then because they’re not consolidated contracts, all types of things are going on, and you can see that a “Decentralized Model” isn’t necessarily the best approach.

This can lead to an easier transition from a “Decentralized Model” to an ongoing “Centralized Model” where responsibility is consolidated once your “Governance Framework” is in place. Everything should clearly outline each person’s responsibilities and identify strong leadership as each team is managed by the governance framework. The simplest and best “band-aid” here is to implement an organization-wide Learning Management System (LMS) to start centralizing all of your training, compliance recordkeeping, etc.

“Centralized Model” Governance

If you look at the “Centralized Model”, typically you’ve got that “Steering Committee”, then you’ll have the “Learning Council” there’s your learning “Shared Services” team. And what you mean by “Shared Services” is that they perform some type of organizational management for the learning technology and policies across your entire operations, for example, leadership/HR teams, Lines-of-Business (LOBs), government compliance requirements, Standard Operations Procedures (SOP’s), etc.

In this “Centralized Model,” there are still external stakeholders that support this centralized team, they’ll have legal experts or compliance consultants or will direct consulting services into the organization’s operations. Business brings their Subject Matter Experts (SMEs) into operations, and they’ve got their teams, but they will work with those business teams directly from that centralized team, to support the projects and centrally manage those three things in the middle.

Stakeholders include key constituents whose engagement is critical to delivering broad-based acceptance within your organization. A successful “Governance Framework” provides an easily recognized chain of communication that allows each stakeholder the ability to convey their requirements, priorities, and concerns for the “Governance Framework”. As the governance commences, a communication plan should be activated that schedules periodic updates to stakeholders.

The frequency and detail of updates should be tailored to the management level. Before starting development efforts, it is recommended to solicit and address a stakeholder’s concerns. It is vital to factor in their feedback into the requirements and then escalate any conflicting issues to an executive-level governance council for resolution. It is far more cost-effective to respond to criticism in the design stage than to alter development efforts or respond with corrective versions in the future.

A “Centralized Model” is where most organizations in the cannabis industry want to start, especially if there is already a Learning Management System (LMS) that assists in consolidating the “Training Operations”. Proper positioning of the governance structure will speed the adoption of responsibility and contribute to the long-term stability of the “Governance Framework”. A large organization with a complex structure may require significant research and communications to fully understand the alignment of learning and how it should be implemented.

And that’s because they want to consolidate the whole process into a “Centralized Model” to establish all the policies and the processes, get the technology running, establish the relationship with the business, etc. to make it effective. But it’s not scalable and in the future, they have to offload part of their responsibilities or all of them as their role may have changed or all of their non-core LMS support roles such as “Training Operations” in a specific jurisdiction (ex. country, etc.).

The best “next steps” under a “Centralized Model” is to start developing your Subject Matter Experts (SMEs) to be your classroom-based instructors and Instructional Design (ID) team for online training content. This will make your “Training Operations” even more centralized and ready to adopt additional learning technologies (Zoom, badging, leaderboards, etc.) to be used in conjunction with the LMS.

It is in this model, as your organization continues to grow, your “Training Operations” will require more engagements with external vendors (aka partnerships) – legal experts, cannabis consultants, Subject Matter Experts (SME’s), Authorized Training Providers (ATPs), etc. – that’ll be required to support your organization expansion within the cannabis industry.

At a minimum, if you’ve adopted one of those 1,000+ Learning Management System (LMS) options out there, your provider should provide a public “LMS Roadmap” since an LMS involves millions of moving parts and you should expect every new LMS version release to include hundreds of enhancements.

“Federated Model” Governance

Under “Federated Model” is really where there’s greater scalability and have core team members who are responsible for policy traces, training, the application of the system, etc. While this step is often overlooked or conducted after governance initiation, the schedule should allow time to engage executives for this effort upfront.

This level of engagement is critical not only for the executive sponsor funding the governance but also for the executive team that may only have an ancillary connection to the effort. The impact of proposed learning technology on an organization may not be readily apparent to leadership outside of its traditional home in Human Resources or dedicated “Training Operations”.

“Federated Model”, is a better one, you still have that “Centralized Model” at the overarching top, you’ve got your learning technology and services, but then you’ve got your different Line-of-Business (LOB), operating in different legal jurisdictions, requiring specific compliance training by law, etc. now you’ll have specific training operations team members who are responsible.

They will need to be a part of the centralized team to ensure their operations are properly trained (aka “in compliance”) by working alongside Learning Management System (LMS) administrators and associated learning technologies for the core business to support all of the various scenarios, organizational departments, specific legal jurisdictions, etc. all can be managed through a “Federated Model” throughout organizations. You will have centralized stakeholders that will be able to manage the federation of responsibilities or within each Lines-of-Business (LOB), like content support, and Learning Management System (LMS) administration, they can all be centralized down to the different LOBs.

That’s the model that most of our enterprise clients use and even a different Lines-of-Business (LOB), different brands, or other cannabis establishments that they’ve acquired to use as well. This it’s hands down the most successful type of governance in the cannabis industry just to manage the complexities of all the different compliance training that’s being required throughout the cannabis industry by government regulators.

A discussion of benefits must be framed in the context of the executive’s business concerns. Requesting and obtaining a commitment from these executives will minimize potential roadblocks and improve the level of support as broader sections of your organization participate in the effort. And then you have people that are in this centralized team, who are responsible for managing their passion might be their Line-of-Business (LOB), could be a specific legal jurisdiction or even a country, but they’re responsible for scheduling, may even procuring localized content (ex. different languages, etc.) based around specific criteria established.

They’re responsible for local decision-making, etc. but subservient to the core team for all key critical strategic decision-making and core learning technology governance policy processes. The federation of responsibilities is important for supporting scalability and recognizing there might be some geographic, regional cultural differences in certain areas that do need to be managed directly by a localized team. The “Federated Model” gives you the best of both worlds, their responsibility is really important.

Once a “Federated Model” has been adopted then your organization can look to finally establish its total eLearning solution that you’ve always dreamed of to work alongside every aspect of “Training Operations”. Now is when you can escalate focus on those “shiny things” that you have on the “wishlist”, but this isn’t possible in isolation since you’ll need a strategic eLearning partner to do your “solution design” and make sure it “works” following your organization’s “Governance Framework”.

It’s essential to have your eLearning provider as a strategic partner who considers themselves as an “extension of your team” to support your organization and start adding those “shiny things” into your learning technologies. They need to always be there for every type of request to support eLearning initiatives as you gather internal enhancement requests and define those in a Business Requirements Document (BRD) to present to your committees for approval.

In addition, if you have a strategic partnership, you’ll want to expect a “white glove” type of support for all of your team members – not just “Training Operations” – since a strategic partner will “touch” every individual in your organization. Also, expect them to facilitate Quarterly Business Reviews (QBRs) for your organization, you should have a seat on their Customer Advisory Board (CAB), and they should have a public “Platform Roadmap”.

Their “Platform Roadmap” should include everything from the “LMS Roadmap” when you centralize “Training Operations”, but it should be where you can request enhancements that are voted on or “crowd-sourced” by a wider cannabis community for training topics, live events, etc. To have a total eLearning solution, you’ll also need your strategic partner to go through all of the “compliance hoops” with you too, to become an Authorized Training Provider (ATP) or become accredited with all of the different government regulators throughout the cannabis industry.

It’s not easy for any ATP to get accredited by regulators nor can your organization since it is a “conflict of interest” most of the time and not allowed by the jurisdictions’ laws. At the end of the day, your organization will need to find those “dream partnerships” and it will be very difficult, if not impossible, to find or even create one that delivers the “shiny” total eLearning solution of your dreams.

Strategic Responsibility Pyramid

It’s essential to have strategic decision-making responsibilities in your governance, once people are 100% responsible and accountable that is when “Governance Framework” actually starts to work. The “Strategic Responsibility Pyramid” is about establishing a decision-making tree where it’s engaging the right level stakeholders, at the right time (ex. when laws change, etc.) to be truly transparent and successful in terms of decision making, and then everyone who’s “responsible” independently executes on that.

“Steering Committee”

Most organizations in the cannabis industry don’t have them, but you should encourage a “Steering Committee” to be established for the continuous improvement of your learning technology governance and internal initiatives. This is not a social event to share stories, it’s about making sure that the executive leadership has at least one executive in attendance, who isn’t an eLearning expert nor involved in “Training Operations” before, but is someone representing the business perspective of the organization.

This executive leader should be involved since they’re ultimately the beneficiaries of whether everyone is doing what they should be doing for compliance, increasing productivity, and ensuring their safety. Delivering specific business outcomes with the right Responsible Vendor Training (RTV), worker standard certifications, professional or “soft skill” development, etc., is all part of what “Training Operations” should be doing.

In the “Steering Committee,” there will always be representatives of the various Lines-of-Business (LOB), including internally and externally facing stakeholders that are dependent on your organization’s learning technologies. Part of the “learning curve” is how you’re going to make those decisions and what are you going to spend your time focusing on. Afterward, stakeholders who are responsible for operationalizing the decision made whether they are a part of the “Training Operations” team, who were part of that decision, or who were affected by those decisions as a part of what happens “downstream”.

Having a senior executive on the “Steering Committee” board will ensure that they’ve clearly articulated the organization’s strategic goals, so these learning technologies need to align those support initiatives. That’s critical and ultimately they’re the decision-maker too. If there’s a disagreement down the decision-making tree in this “Strategic Responsibility Pyramid”, a top-level executive can step in, make a judgment call, and execute that decision. Executive leadership needs to make this decision too, you don’t want to end up with some type of fragmentation in your “Training Operations”, questioning why a decision was made.

“Learning Council”

The “Learning Council” is the different stakeholders representing your Lines-of-Business (LOB), cannabis license types, legal jurisdictions the business is operating in, etc. They’re the group of stakeholders sharing knowledge and ideas around effective learning within your organization. The “Learning Council” is ultimately the responsible party for providing the “Steering Committee” recommendations like This is what you need to do, or this is why you need to support a specific learning technology, how you’re establishing a new strategic partnership for compliance training, etc.

Learning technology has the potential to positively impact every function within an organization and create new levels of interaction with external strategic partner relationships to create customized eLearning solutions. The “Governance Framework” should accommodate representation for the “Steering Committee” and “Learning Council” as outlined in your governance, but it should clearly outline accountability for their performance in response to the requirements of different stakeholders.

The “Learning Council” and its stakeholders should always ensure the ongoing alignment of their priorities and what’s required of them as outlined within their governance responsibilities. Once your “Steering Committee” and “Learning Council” are up and going, it is essential to know how you’re going to support everything that they need. Which learning technologies are they going to support? How are you going to prioritize resource allocation to support those decisions?

“Training Operations”

What are your “Training Operations” measured against? This circles back to the ongoing “Measure Communication” phase, and a quarterly “business goal”, “training cycle”, etc. this allows for enough time to accomplish those training goals. By doing training quarterly (ex. Q1, Q2, Q3, and Q4), it’ll provide a consistent professional development approach that’s organization-wide, and to maintain annual compliance requirements your Q1 “training theme” should be something along the lines of “Let’s Get Compliant”, “Be Responsible”, “Responsibility Educate Others”, etc.

As you know, you’re really in the “business of compliance”, so your “Q1” could be a “compliance training theme” that will be all about ensuring government compliance and you’re operating safely within your communities. Then in “Q2” the executive leader on the “Steering Committee” will meet with the Chief Compliance Officer (CCO) to see if there was a reduction in the number of compliance violations or issues reported by government regulators from training in “Q1”.

And so on for “Q2”, “Q3” and “Q4”, having these quarterly “training themes” will keep your entire organization engaged to help reduce the high-turnover rate plaguing the cannabis industry and provide your “Training Operations” to be able to do their quarterly “Measure Communication”.

How is your organization trying to measure this metric? What’s the success matrix that you’re trying to achieve here? And how you want to measure a “training theme” too, let’s say for “Q2” you do a “Get Profitable”, “Customer Upsell”, etc. theme intending to increase an average transaction value per customer. To do this, you’ll need your executive leader on the “Steering Committee” to be responsible for that, but they will probably need to consult with the Chief Financial Officer (CFO) to measure the organization’s profitability from “Q2” versus “Q3” financial reporting to understand the learning alignment to the overall business strategy.

To effectively deploy you’ll have your “Training Operations” report to the “Learning Council” and they have at least one (1) seat on the council since they’re responsible for the execution. The “Learning Council” are the ones who manage everything from governance policy and processes to Standard Operating Procedures (SOPs), government compliance requirements, strategic relationships with training vendors, etc., and everything in between to manage what’s required at an operational level.

Organizations that have established these frameworks are experiencing huge success and there are quite a few operating under this type of governance in the cannabis industry using this same approach. Many organizations do this well, they have an engagement with executive leaders to sit down with the “Steering Committee” and even special attendance to “Learning Council” meetings to get leadership “buy-in” for your agenda.

Even stakeholders who are “downstream” – every team member who experiences change to processes – see if they can listen in only to have a “seat at the table” too. However, all stakeholders are mainly part of the downstream process that provides the “Learning Council” better-articulated feedback. By having feedback from every single stakeholder in your organization, it will be a very clear link between what they’re asking from them and what their outcomes were so you’ll know exactly what’s going to happen “downstream” if you put a new process in place.

This works well since you have a “Steering Committee” that’s leading the “Learning Council” who will ensure that “Training Operations” are functioning properly throughout the organization and allocate resources as required to execute their decisions.

Organization Roles and Responsibilities

If you look at a “Federated Model”, whoever is responsible for managing the organization’s enterprise “Training Operations” will be responsible for the overall approach for different “site administrators” (ex. by location, legal jurisdiction, Line-of-Business (LOB), license type, etc.). These “site administrators” will schedule all of the instructor-led onsite training and determine how the Instructional Design (ID) team will be responsible for maintaining site-specific training materials and content required by “Training Operations”.

Who’s responsible for doing what? What ID team member is responsible for reviewing training materials and content with “site administrators” quarterly, or is that required annually? Who are they working with from “Training Operations” to federate the “site” training?

You want this in business operations that are structured into specific job titles or job roles to have alignment with competencies that are required for those different positions throughout your organization. This type of competency-based structure is where you have a Learning Management System (LMS) or you may be completely new to using a Competency-Based Education (CBE) framework that exists in LMSs.

How do you set up a structure of specific roles and what they’re responsible for knowing, this is very hard work to “map out” exactly what needs to be known for every role within your organization. This is part of establishing your“Governance Framework”, once this is approved by your executive leadership, from there you will build your “Federated Model” to define what team members can do in your “Training Operations” based specifically on their role in the organization and what they’re allowed to do by your governance.

Several practices can facilitate successful decision-making and communications within the governance structure. Attention to detail when outlining the membership, executive leader involvement, “site” administrator responsibilities, compliance requirement(s) frequency, internal stakeholder agendas, emergency escalation process, and communications process will ensure that everyone performs optimally. Both your “Learning Council” and “Steering Committee”, will have a dedicated resource that’s responsible for scheduling all monthly meetings and publishing an agenda for every meeting for members to review in advance.

The agenda should emphasize decisions that will be required to be made during the scheduled meeting to focus valuable team time on understanding issues, reaching decisions, and assigning responsibilities to team members. The concept of “agenda discipline” leverages collaboration before the actual meeting by utilizing internal tools to have an “agendas in advance” discussion philosophy to help reduce the temptation to stray off‐topic during scheduled meetings.

Learning Technology Governance Improvement

The learning technology “Governance Framework” implementation must activate a risk management process that is specifically tailored to your organization that will optimize results and avoid any disruptions. Your governance structure should work to identify and address issues immediately by including the ability to prioritize what will be accomplished by a specific team or “Learning Council” by quantifying each risk. Any stakeholder can identify risk and if they do not alert their leadership then it is the same as a business turning off the sirens of an expensive alarm system, this involves involvement from everyone throughout the organization.

The governance challenge is to mitigate these risks with solutions that are cost-effective and support your internal project schedules and requirements. Periodic reviews of risk prioritizations at all levels of the governance structure are crucial to maintain awareness and determine appropriate responses. This will help minimize the opportunity cost for functional and technical resources assigned to risk mitigation efforts and this forms a foundation for future decisions as both your governance and learning technologies evolve.

Building a successful learning technology governance team requires a significant investment in communications and exhaustive knowledge of the internal workings of your organization. Cultivating a stable “Steering Committee” that involves executive team members will improve the long‐term viability of the “Governance Framework” and help management adequately respond to the “why questions” that will be raised by stakeholders.

Governance Framework Improvements

Every organization has some type of governance that’s currently in place – whether it was consciously implemented or was indirectly from your “company culture” indoctrination – so you have a framework you can improve upon right now. There are five (5) specific improvements you can make right now to improve this existing “Governance Framework”, and this is very much a helicopter view of all this stuff.

"Learning Council"

Getting your decision-making pyramid in place is really important and will ensure you have the right level of engagement across the various parts of your organization, from that executive leadership level down to each stakeholder. That's critical to getting a governing mandate, financial budget, project allocations, resource prioritization, etc. If you don't do that effectively, you're going to struggle to get support for your learning technology ecosystem or even send your council members to the next Educational-Technology (Ed-Tech) conference to learn about new technologies.

"SWOT Analysis"

Review your Strengths, Weaknesses, Opportunities, and Threats so everyone on the “Learning Council” and “Steering Committee” so they’re familiar with that organization analysis. This will help your organization determine what you should focus on, what are the risks of focusing on that, what are some of the strengths you can leverage and weaknesses you can avoid? If you get those things right, that gives you more structure around where you can focus your team’s energy, and how you focus your energies will result in more success.

Don’t “Boil-the-Ocean”

When it comes to creating a “Governance Framework” and creating one for your organization, there are many things you could do to be successful. In the beginning, it’s easy to overly complicate the initial governance implementation, so what are the important things that you need to focus on? In technology, there’s always the concept of establishing a Minimum Viable Product (MVP) perspective, but what exactly is an MVP? For your governance, MVP is one of the things you’ll have to focus on because it’s going to give you either the biggest bang for the budget or is going to significantly minimize risk.

Strategic Partnerships

Find solution providers who will truly consider themselves as an “extension of your team” that becomes a strategic partner in your “Training Operations” and wider “Governance Framework”. You must have great vendors supporting your operations, you've got to assign all “owners” on your team who are willing to work with them for your organization and make it part of their daily routine to be 100% successful. Remember, if you don't do that very well, then you're just wasting everyone's time. Everyone that is identified as an “owner” who will be working with a partner (ex. technology vendor, compliance trainer, etc.), need to give them a specific mandate, a certain goal, a timeline of what they need to achieve, etc., and where it fits into the vision is very important. Otherwise, they're just never going to be engaged and enthused about what the governance allows them to do as an “owner”, which will negatively impact execution and is essential to give them a specific mission to accomplish with your partners. And if you don't know what to do, then provide the specific training that your “owners” need to close those “gaps” with vendors. That's important to consider as well, doing a “GAP Analysis” here too.

Executive Leadership

The last part to establish a learning technology “Governance Framework” is doing the final evaluation with leadership and assigning an executive to the “Steering Committee”. This committee will review every aspect of your governance, ensure your “Learning Council” has what it needs for today and how it'll be governed tomorrow to ensure you have continuous improvement. Once your “Governance Framework” is approved, make sure that your “Steering Committee” meets with the “Learning Council” at least monthly. Interaction between is critical for your organization to be able to change alignment and that supports the constant re-alignment to the strategic imperative.