When it applies
When the company must undergo transformation and it becomes necessary to incorporate and analyze, between all involved, external knowledge of trends and/or new general skills that go beyond the technical know-hows existing within the organization. When you want to bet on education, talent development and cultural transformation.
Problem it solves
Corporate training in soft skills - such as leadership, creativity, collaboration - does not work well enough, yet it is more necessary than ever. Although immediate evaluations of training sessions may be good, in the long run nothing changes. This is what 75% of those who receive these workshops experience.
Training sessions are very individualistic and are separated from the reality of the company
Still very theoretical
They are occasional occurrences, without an effective follow-up
Disconnected from transformation, innovation and business priorities
Added value by delibera
It offers a new and transformative learning model in which topics are deliberated between all, in order to understand them and focus their applicability to the reality of the organization. Progressing from theoretical knowledge to a transformative initiative, turning training into a fundamental lever in the cultural and business transformation of organizations.
It facilitates the diagnosis of the opportunity/need in relation to its subject
The identification and prioritization of improvement opportunities, with potential changemakers capable of carrying them out, measuring and recognizing collaboration
In an efficient and stimulating process, that minimizes face-to-face meetings and that is transformative in itself
Putting training, once again, on the leadership teams’ radar, accelerating transformation.
Sequence of templates to steer education towards collaborative learning
Read summary document or watch video and comment
Diagnose gap in the organisation
With the relevance of the case and need for action for the organisation
Identify posible actions and solutions with potential changemakers
Prioritize initiatives according to their potential impact and feasibility
Assign responsibilities and follow-up
Validate results and the collaborative learning process
Monthly or bi-montly cycles
From stimulating content to transformative action
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The Strategic Transformation Committee of a reference multinational company in the insurance sector uses delibera to train the 11 members of its Steering Committee as well as the next 100 middle managers and 50 other key people on two key issues during the quarter. Generating almost as much transformative initiative as the derived from the strategic plan
The leadership team of a leading company in the security sector uses delibera to open 7 deliberations based on explanatory content on e-procurement, with the top 50 sales managers identifying 15 potential high-impact improvements