Successful lifelong learning programs are restructuring to increase their ability to be market-driven and customer oriented.
Programs that redesign will increase enrollments, income and their operating margin.
With the shift from the Industrial Age to the Information Age, lifelong learning programs must redesign how they operate. The staffing structure for the Information Age requires speed, quality, service, flexibility, innovation and has to be focused on the bottom line.
There’s good reason why you want to restructure your lifelong learning program:
- You cannot afford to have executives doing front line work and front line staff must be given responsibilities that matter.
- Programmers and salespeople need to be accountable for their decisions with their performance measured against proven benchmarks.
- You must have someone on staff who does ‘think marketing’and is intimately aware of your seven primary markets segments.
- The benchmarks you need to use to measure the performance of your program
- What you as the CEO/director need to be doing to lead and grow your program
- Why without an operations professional you can not successfully manage routine tasks
- How much income a programmer and a contract training salesperson should be generating
- Why and how you should be transitioning to business units
- The 9 key redesigning areas a lifelong learning program should be focused on
Who Should Read Restructuring Staff
CEOs and decision makers should read Restructuring Staff to formulate a strategy for structuring and managing your organization so you can remain competitive and thrive.
Professional staff involved in operations, programming, marketing and sales should order Restructuring Staff to acquire the most comprehensive and intensive guidebook for operating a lifelong learning program.
The publication is relevant to all institutional settings, including associations, higher education, recreation programs, public schools, private providers, and other programs in the business of lifelong learning.