How does a large global manufacturing organization up skill it's front line and middle managers on core leadership skills? By finding the right blends of approaches and partners! Check out this presentation from Learning Solutions 2014 with Kineo's Cammy Bean and Coat's Gary Droghini.

1. Blended Threads
Global Leadership Training at Coats
Cammy BeanGary Droghini

2. About Us
Cammy Bean
VP of Learning Design
Gary Droghini
Global Talent & Learning

3. The challenge: A large global
manufacturing organization…

4. …needing to up-skill over a thousand front-line
and middle-managers in core leadership skills?

5. It’s about finding the right blends: in our
approach, our partners, our solutions.

6. 1.Understanding the challenge.

7. Coats is the world’s leading industrial thread and
consumer textile crafts business.
Over 20,000 Employees
In 70 countries across six continents
2013 Revenues US $1.7bn

8. A historical look at leadership at Coats

9. New Principles and Goals

10. The dawn of a new Leadership Capability
Framework (LCF).

11. So many ways to blend effective learning.
The 70-20-10 Model
On the job
People
Formal

12. Aiming for a true blend and not a bolted-on
experience.

13. So many blends of skills and capabilities in our
managers.

14. Our core audience.
Front-line and middle-managers
Shift Supervisors to small country
Managing Director
No High School to University
Fresh out of school to seasoned
veteran
Varied professional development
70 countries!
Varied levels of computer literacy

15. 2. Finding the right partner blend.

16. The RFP. Questions we asked:
• What expertise do you bring?
• Examples where you have had successful blended
learning solutions—how do you propose to incorporate
the 70-20-10 model?
• How do you propose to engage the learners (given our
diversity) and ensure the needed development occurs?
• How do you propose to involve the line manager in the
development of the learner?
• What makes you capable of responding to our need on
a global basis?
• Why should we select you to be our long-term partner
in the development of our leaders?

17. We tied the knot with two partners who had
complementary areas of expertise.

18. 2. Moving into Design

19. The Big Picture

20. Supportive Module
Launching and
Learning
Assessments
2 days face-to-face
20 participants per
event
Foundation
Module
How are we
doing?
Check-in and
reinforcement:
webinars in
groups of 10
Consolidation
Webinar
Anchoring the
Manager
Community
1 day face-to-face:
Sharing, celebrating
and building; a
platform for ongoing
self-development
Consolidation
Workshop
1. Leadership
2. Acting with
Integrity
3. Building One
Team
4. Managing
Change
4 elearning modules
completed and ‘signed
off’ over an 8-month
period
Core
Modules
1. Delivering
Results
2. Balanced
Judgement
3. Process
Excellence
4. Driving
Innovation
Further 4 elearning
modules over an 8-
month period
Core
Modules
The Big Picture
Overall design.

21. Supportive Module
Launching and
Learning
Assessments
2 days face-to-face
20 participants per
event
Foundation
Module
How are we
doing?
Check-in and
reinforcement:
webinars in
groups of 10
Consolidation
Webinar
Anchoring the
Manager
Community
1 day face-to-face:
Sharing, celebrating
and building; a
platform for ongoing
self-development
Consolidation
Workshop
1. Leadership
2. Acting with
Integrity
3. Building One
Team
4. Managing
Change
4 elearning modules
completed and ‘signed
off’ over an 8-month
period
Core
Modules
1. Delivering
Results
2. Balanced
Judgement
3. Process
Excellence
4. Driving
Innovation
Further 4 elearning
modules over an 8-
month period
Core
Modules
The Big Picture
Foundation Module.

22. Supportive Module
Launching and
Learning
2 days face-to-face
20 participants per
event
Foundation
Module
How are we
doing?
Check-in and
reinforcement:
webinars in
groups of 10
Consolidation
Webinar
Anchoring the
Manager
Community
1 day face-to-face:
Sharing, celebrating
and building; a
platform for ongoing
self-development
Consolidation
Workshop
1. Leadership
2. Acting with
Integrity
3. Building One
Team
4. Managing
Change
4 elearning modules
completed and ‘signed
off’ over an 8-month
period
Core
Modules
1. Delivering
Results
2. Balanced
Judgement
3. Process
Excellence
4. Driving
Innovation
Further 4 elearning
modules over an 8-
month period
Core
Modules
Core Modules (self-paced e-learning).

23. Supportive Module
Launching and
Learning
2 days face-to-face
20 participants per
event
Foundation
Module
How are we
doing?
Check-in and
reinforcement:
webinars in
groups of 10
Consolidation
Webinar
Anchoring the
Manager
Community
1 day face-to-face:
Sharing, celebrating
and building; a
platform for ongoing
self-development
Consolidation
Workshop
1. Leadership
2. Acting with
Integrity
3. Building One
Team
4. Managing
Change
4 elearning modules
completed and ‘signed
off’ over an 8-month
period
Core
Modules
1. Delivering
Results
2. Balanced
Judgement
3. Process
Excellence
4. Driving
Innovation
Further 4 elearning
modules over an 8-
month period
Core
Modules
Consolidation Events
(to find out how we are doing).

24. Supportive Module
Launching and
Learning
2 days face-to-face
20 participants per
event
Foundation
Module
How are we
doing?
Check-in and
reinforcement:
webinars in
groups of 10
Consolidation
Webinar
Anchoring the
Manager
Community
1 day face-to-face:
Sharing, celebrating
and building; a
platform for ongoing
self-development
Consolidation
Workshop
1. Leadership
2. Acting with
Integrity
3. Building One
Team
4. Managing
Change
4 elearning modules
completed and ‘signed
off’ over an 8-month
period
Core
Modules
1. Delivering
Results
2. Balanced
Judgement
3. Process
Excellence
4. Driving
Innovation
Further 4 elearning
modules over an 8-
month period
Core
Modules
Integrating line manager support throughout the
program as well as cohort groups.

25. 3. A closer look at e-learning design.

26. October
2012: A two
day face-
to-face
design
workshop
Kicking off the e-learning design process.

27. Weaving our expertise together.
Leadership content
expertise
eLearning design and
development
Coats culture and
context

28. Principles: Introduce new concepts about
leadership, but within the Coats context.

29. User personas. Making our audience part of the
program.

30. Principles: Keep the core modules short and
focused.

31. And so we often split a Core Module into two
stand-alone topics.
Part one: entry level knowledge and
awareness.
Part two: activity based to provide
opportunity to apply key principles and
dig a little deeper.

32. By end of April, we had built 13 stand-alone
modules:
• Leadership: Making the
connection
• Leadership: Your role in people
development
• Acting with Integrity: Guiding
Principles
• Acting with Integrity:
Navigating the Gray Areas
• Building One Team: What
makes a team?
• Building One Team:
Communication is key
• Making Change: What is
change?
• Making Change: Change in
action
• Delivering Results
• Balanced Judgment
• Process Excellence: A simple
approach
• Process Excellence:
Demanding quality every time
• Driving Innovation: Creating an
innovative culture

33. Principles: Connect to real world through relevant
leadership activities and human connection.

34. 4. Moving into e-learning development.

35. Our process to script each Core Module.
1. Kineo/TOG
detailed
content
meeting.
2. Kineo
writes design
scoping table.
3. TOG reviews
D1; TOG and
Coats review
D2.
4. Kineo writes
script/storyboa
rd.
5. TOG reviews
D1; TOG and
Coats review
D2.
6. Module
moves to
production!

36. Choosing Articulate Storyline.

37. Let’s take a look.

38. 5. Implementation

39. Maximizing our LMS

40. Localization and translations.

41. 6. Evaluation

42. Metrics to date
Participants:
–To date 180
–Added in 2014 220
–Total target population 1,000 +

43. Where did they come from?
• Africa 5
• Europe 35
• Latin America 20
• North America 20
• North East Asia 20
• South Asia 40
• South East Asia 20

44. Metrics to date
“Makes me a better leader”
–Assessments Feedback 86%
–Foundation Module 94%
–Line Manager Support 93%
–MCD Overall (to date) 99%

45. Comments and feedback.
I am changing my style of working
and executing the managerial task
towards leadership attitude &
decided to conduct the future
appraisal in a different way by
following the effective feedback tool
provided in the programme.
South East Asia

46. Comments and feedback.
I will be looking more to the
future development of myself &
my group. I also I had the
chance to learn more on how to
be a leader not just a normal
manager.
Europe

47. Comments and feedback.
The Foundation Module was
definitely an excellent time to
understand concepts of leadership
that will help me be a better leader.
Latin America

48. Comments and feedback.
Getting to the leadership aspects,
communication improvements,
effective feedback giving and
taking - all the 3 aspects I am
started experiencing in the work
and personal life.
South Asia

49. Comments and feedback.
Our approach and behavior will
be aligned with Coats' Leadership
Capability Framework and this
will enable us to deliver what
exactly is expected of us.
South Asia

50. 6. Lessons Learned
• Obtain top level support
• Find trusted and capable partners
• Start with the end in mind! Determine
objectives and have an overall vision
• Involve stakeholders in design / development
• No detail is too small; it’s all in the planning
and design
• Have a capable systems analyst: one who
knows both worlds of technology [LMS] and
training

51. 7. Where we go from here…

52. Questions?

53. Download the free Blended Learning Today
guide.
http://www.kineo.com/resources/papers-and-guides/learning-strategy-
and-design/designing-blended-learning

54. Contact us.
Cammy Bean
VP of Learning Design, Kineo
Cammy.bean@kineo.com
Gary Droghini
Global Talent & Learning, Coats
gary.droghini@coats.com