Successful lifelong learning programs are restructuring to increase their ability
to be market-driven and customer oriented.
rograms that redesign will increase enrollments, income and their operating
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
- How much income a programmer and a contract training salesperson should
- Why and how you should be transitioning to business units
- The 9 key redesigning areas a lifelong learning program should be focused
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
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.