Best Practice Transfer Ltd

Design and implement Sales Training , Customer Service Training , Safety Training , Diversity Training and Best Practice Transfer solutions and interventions in-house in a couple of hours, without any scripting or programming knowledge - and modify them quickly based on reports automatically produced by the built-in Learning Management System.

Best Practice Transfer Limited.

The company was incorporated in the U.K. in 2007 (Company number 6348129) with the objective of providing consulting services and fast reaction tools for utilization in change management during the Development, Implementation and Evaluation phases of Human Performance Technology and Best Practice Transfer Training Initiatives.

Our mission is to provide development and deployment training products and consulting services for companies that are truly aiming for leadership focused organizational performance excellence, and have the courage to implement the change initiatives essential to achieving that change.

The key to performance excellence lies not in paying lip service to it as a concept, but in refocusing the core strategy of Training and Development from justifying interventions by Return On Investment (a number less than 100%) to setting the bar higher and operating as a profit center. This bottom-line strategy promotes the change of T & D from a simple dissemination function to a pro-active two-way function where the onus is to search for and implement intervention initiatives based on best practice performances occurring either internally within the company or externally within a competitor company. The refocusing on profit drives a fundament functional change from mitigation of risk ("closing skill gaps") to realization of opportunity by challenging both performances and the existing organization structure. A performance excellence that drives the bottom line cannot be achieved if human performance is developed in isolation from organizational development, or if an organization is developed in isolation from human performance development. As an example, developing an organization Leadership and Coaching culture in isolation from developing human performance capability and accountability is doomed to failure as the essential employee initiative performances that drive the leadership strategy are non-existent. Similarly, developing front-line initiative without developing an organization leadership and coaching culture will fail, as the frustration caused by unrealized initiatives will quickly de-motivate staff from pursuing the identification of new best practice. Our products and consulting services are designed to catalyze human performance development and organization development in tandem by refocusing T & D operations, and we are available as consultants during the strategic planning and the physical implementation phases of bottom-line performance change initiatives.

In managing change initiatives, the old tenet of "expect the unexpected" is critical to success. The unexpected reveals both risk and opportunity situations, and it is vital to feed these elements back into the development and implementation loops as fast as possible. If they are not immediately integrated into a re-engineered solution, initiatives lose credibility and develop resistances in constraint situations, and opportunity situations will then have to be developed into separate new initiatives.

The practical constraint to this critical fast reaction has been the lack of a speed capability in re-engineering interventions, and the Best Practice Transfer Ltd. software has been designed to overcome this constraint. The key design criteria for our training systems and learning management systems were:

1.	The systems should be capable of producing new measurably evaluated training modules and courses ready for deployment in less than one day.

2.	The systems should be useable by any member of the training department without needing specialist knowledge of programming or flow charts.

3.	The systems should be capable of distance learning deployment through E Learning or existing networks and should include actionable centralized reporting.

4.	The systems should produce elements of the design solution as simultaneous (i.e. non-sequential) modules that can be assembled into courses, so that individual elements could be speedily modified without making complete courses redundant.

5.	The learning management system should not only report training results but should also be a catalyst for developing a leadership based team culture and be a focal point for gathering best practice and capability gap data.

6.	The course authoring process for the systems should easy enough to use that team and individual initiative inputs from non-training personnel could be given recognition and incorporated into performance training solutions.

Our course authoring and learning management systems were designed to meet the above criteria, and have been successfully used in multi-country distance learning E-Learning and Network situations by major corporations around the world. We recognize that there are many companies that need world-class training but do not have a multi-national budget, so we have developed our systems for deployment using either E Learning, CD's or the most common network setups of small and intermediate sized companies. We have priced our starter systems affordably in the GB £800 / US $1,500 range, to target software costs of GB £16 / US $30 per course for a company producing two courses per month over a two-year period.