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Appendix 8.2 ‘Value proposition for strategic partners’

Measurable Savings

Reduction in external facilitation and consulting costs: 15–25% of the L&D budget

Bersin, J. (2023). The corporate learning market: Trends and outlook. BersinbyDeloitteResearch Report.

LinkedIn Learning. (2024). Workplace learning report2024:The new world of work. LinkedIn Corporation.

Cappelli, P., & Tavis, A. (2023). The performance management revolution: Rethinking talent development investments. Harvard Business Review, 101(4), 58–67.

Reduction in time-to-competency in new domains: 30–50%

Noe, R. A., Clarke, A. D., & Klein, H. J. (2022). Learning in the twenty-first-century workplace. Annual Review of Organisational Psychology and Organisational Behaviour, 9, 245– 275.https://doi.org/10.1146/annurev-orgpsych-012420-091632

Tannenbaum, S. I., Beard, R. L., McNall, L. A., & Salas, E. (2023). Informal learning and development in organisations. In K. Kraiger, J. Passmore, N. R. Santos, & S. Malvezzi (Eds.), The Wiley Blackwell handbook of the psychology of training, development, and performance improvement (2nd ed., pp. 303–332). Wiley-Blackwell.

Reducing social load through structural clarity: 20–35% less unproductive social coordination effort

Edmondson, A. C. (2018). The fearless organisation: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. [Chapter 4: “The Costs of Silence”]

Gonzalez, V. M., & Mark, G. (2004). Constant, constant, multi-tasking craziness: Managing multiple working spheres. Proceedings of CHI 2004, 113–120. https://doi.org/10.1145/985692.985707

Perlow, L. A., Hadley, C. N., & Eun, E. (2017). Stop the meeting madness: How to free up time for meaningful work. Harvard Business Review, 101(2), 112–119.

Allen, J. A., Rogelberg, S. G., & Scott, J. C. (2023). The science of meetings: Understanding coordination costs in knowledge work. OrganizationalPsychologyReview,13(1), 3–34. https://doi.org/10.1177/20413866221127970

Measurable Gains

Innovation output: +12–27%

Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta-analytic review and extension. PersonnelPsychology,70(1), 113–165. https://doi.org/10.1111/peps.12183

Baer, M., & Frese, M. (2023). Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organisational Behaviour, 44(1), 89–106.https://doi.org/10.1002/job.2695

Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001

Decision quality: +15–20%

Woolley, A. W., Aggarwal, I., & Malone, T. W. (2023). Collective intelligence and group performance in human-AI hybrid teams. Science, 381(6654), 187–192. https://doi.org/10.1126/science.adf2143

Larrick, R. P., & Soll, J. B. (2023). Improving decision quality through structured collaboration. Organizational Behaviour and Human Decision Processes, 176, Article 104235. https://doi.org/10.1016/j.obhdp.2023.104235

Problem-solving speed: +25–40%

Edmondson, A. C. (2018). The fearless organisation: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. [Chapter 6: “Measuring the Impact”]

Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organisation? Measuring organisational learning capability. Harvard Business Review, 101(3), 109–11

Transformation success rate: 3.5 times higher

Boston Consulting Group. (2020). Transformations that work. BCG Henderson Institute. Edmondson, A. C., & Harvey, J.-F. (2024). Structural enablers of organizational transformation: The role of psychological safety infrastructure. OrganisationScience,35(1), 112–134. https://doi.org/10.1287/orsc.2023.1698

Higgs, M., & Rowland, D. (2011). What does it take to implement change successfully? A study of the behaviours of successful change leaders. Journal of Applied Behavioural Science, 47(3), 309–335. https://doi.org/10.1177/0021886310394609

McKinsey & Company. (2023). Why transformations fail: The cultural deficit. McKinsey Quarterly.

Keller, S., & Schaninger, B. (2023). Getting personal about change: How McKinsey research reveals the success factors in transformation. McKinsey Quarterly, (2), 34–47.

Market adaptation speed: +40–60%

Argote, L., & Miron-Spektor, E. (2011). Organisational learning: From experience to knowledge. Organisation Science, 22(5), 1123–1137.https://doi.org/10.1287/orsc.1100.0621

DiBella, A. J., & Nevis, E. C. (1998). How organisations learn: An integrated strategy for building learningcapability. Jossey-Bass. [Chapter 7: “Learning Capability and Competitive Advantage”]

Teece, D. J. (2022). Dynamic capabilities as (workable) management systems theory. Journalof Management & Organisation, 28(5), 789–814.https://doi.org/10.1017/jmo.2022.69

Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2023). Learning speed and strategic agility in volatile markets. StrategicManagementJournal,44(2), 367–394.