You are Dana Whitfield, Director of Executive Learning at Harborline Corp. Fail to prove impact and the CFO cuts your budget; overclaim it and you lose the board's trust for good.
Harborline spends 6 million dollars a year on executive and management development across a sprawling catalogue of courses, vendors and one-off workshops accumulated over a decade. A cost-focused new CFO has challenged the entire portfolio, demanding evidence that it moves business outcomes, not just satisfaction scores. Some programs are beloved but unmeasured; others are cheap but low-impact; a few plausibly drive performance yet have never been evaluated rigorously. Business-unit leaders defend their favourite programs politically, and vendors resist outcome-based scrutiny of their work.
You decide how to restructure a corporate L&D portfolio when the CFO demands proof that leadership spending drives business results.
The decision
How should Dana restructure Harborline's L&D portfolio under CFO scrutiny?
A - Defend the catalogue
B - ROI-driven redesign
C - Cut to the number
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