As part of a new strategic agenda, GSK was fundamentally changing the way it worked in response to changing markets and the impact of digital.

With these ambitious aims at the heart, the Talent, Learning and Organisational Development underwent radical change of the service it offered and the way it worked with partners across the business.

To support these changes, TL&OD leadership commissioned a long term capability development programme for learning teams as they took on new roles and embraced new methods, tools and techniques.

My role was to lead a team of specialists and consultants in the strategy, design, delivery and iteration of the programme over the course of a year.

The intent was to set teams and individuals across global business units on a course to create and manage a progressive digital learning service. This encompassed a wide rage of elements and capabilities of learning and development for the principal roles in the new learning organisation: business partnership, experience design and community management.

The programme was designed to create opportunities for participants to apply new tools and techniques and reflect on their application in practice.

Social design was woven through the experience. We encouraged practical application and exploration of capabilities with programme leaders, specialist mentors and peer groups across a range of capability topics:

• Business problem exploration, discovery and definition
• Performance consulting and stakeholder management
• Working with subject matter experts 
• UX and user lead design
• Iteration, testing and refining design
• Digital content creation and management
• Design and management of social learning
• Storytelling and narrative in design and delivery
• Content curation
• Data and analytics