Amy Titus

Amy A. Titus Amy A. has a account Managing Director, Government & Public Services: Learning, Career Mobility, Recruiting, Knowledge Management @ Deloitte Washington D.C. Metro Area 500+ connections Contact info Deloitte Consulting Teachers College of Columbia University About I work with leaders of global organizations and government entities to tackle their toughest workforce challenges--the ones they face today and need to prepare for in the future. Together we diagnose and ask provocative questions, and test creative approaches to build solutions that work. I have worked as a consultant, a business executive, and an entrepreneur. This diverse journey enables me to bring rich insights to my clients. Articles & activity 1,846 followers Corral fast-moving learning technology and curation with a governance framework Amy A.’s profile photo Amy A. Titus Published on LinkedIn Drive organizational performance at the same time The fast pace of change and development in learning technology presents an ongoing challenge for Learning & Development (L&D) functions. Choosing from myriad technologies, figuring out how to pilot and implement them, working with vendors, training L&D staff and the organization’s employees on their use, curating content—all aspects must be considered and managed. A governance framework can help bring order to this crucial and complicated L&D mandate while also strengthening and sustaining organizational performance. Empowering and educating a company’s talent is a differentiator for attracting and retaining talent—one way to stay ahead of competition. Being able to bring the right learning content to employees’ fingertips when they need it is critical, not only to keep workflow moving but also because skills in today’s rapidly evolving world have a shelf live. Learning and content curation technologies can be a helpful supplement to internal L&D training efforts, but can quickly get out of control. Too many different technologies from different vendors in use by different parts of the organization is a recipe for inefficiency and costly overlap. This is where governance comes into play. Governance is a framework that helps support and enable high-quality, consistent decision making for processes and systems, and provides guardrails in a fast-moving environment. It helps people understand who needs to do what, eliminates confusion and duplication of efforts, and breaks down the decision-making process to leverage the right people at the right time for smart use of leaders’ time. In this learning context, it helps companies efficiently procure, curate, and manage learning content so it aligns to business strategy, engages employees, and ultimately contributes to organizational performance. How do you know when governance is needed? Market demands show learning gaps that should be filled, whether something as straightforward as a need to upgrade existing learning technology or as complex as a learning transformation. Decision making around learning is unclear. Content curation is being launched or has become unwieldy. Spotlight on content curation governance The potential benefits of using automated curation are high, as it allows for nimble and responsive learning content that meets end users’ needs. People now expect curated content on personal technology apps, and those expectations don’t change when learning in a professional setting. That said, content curation can quickly get out of control if there are no controlling mechanisms in place— you could be facing the Wild West of technology-curated learning content. Governance can help curation in several ways: Quality—To keep curated content fresh and applicable, it should be regularly culled and vetted. Governance provides a protocol for meeting these criteria, helping to keep content relevant, updated, and flexible. Business alignment—Governance confirms that content, whether sourced internally or externally, is business aligned, and that any content end users are curating on behalf of the business is the right content. Tech leadership—The vendors you rely on for curation should be integrated into the technology ecosystem. Implementing governance processes and including the right people in governance supports this integration. It also allows for more effective vendor management, helping to avoid situations where the same vendor is used in multiple places in the organization or various vendors are used for the same purpose without considering efficiency of scale or cost. Getting started: When and how If you’ve identified a need for governance and don’t have a formal governance framework in place, the time to develop one is now! If you’re already in the middle of a project, prioritizing the creation of a governance framework can enable better decision making in the future. In our experience, governance projects flow more smoothly when you: Plan your strategy—Develop a process that considers all aspects of learning and the technology that will enable learning. For example, you may not have a learning curation strategy yet, but understanding how curation could be incorporated into your organization will set the stage for your future technology needs. Keep it simple—Governance should support efficiency, not hinder it. Ask how governance would improve your current situation. Your answers can help reveal current bottlenecks and understand where governance can have the most impact. Limit decision makers—Designate ONE final decision maker or a small group of decision makers. Socialize and gain buy-in early—Determine the right people to involve, and get buy-in from all levels. Consider people from L&D, budget owners, daily operations/support teams, and members of IT, finance, and HR, for starters. Learning technology is evolving rapidly, both in terms of learning experience platforms and the content that lives on them. Many learning organizations are struggling to decide the right course for their business and learners’ needs. A governance framework can enable you to keep pace with change and incorporate new technologies while meeting the needs of your learners and your organization’s business strategy. Related links Learning Solutions Practice Learn more. Follow us @DeloitteTalent Stay connected. Amy A. Titus is a managing director, Organization Transformation and Talent, for Deloitte Consulting LLP. She is the co-dean of Deloitte’s Chief Learning Officer Forum and is responsible for helping to bring talent, learning, organization improvement, and change solutions to her clients. Jen Behrens is a manager, Organization Transformation and Talent, for Deloitte Consulting LLP. Michelle Weaver is a senior consultant, Human Resource Transformation, for Deloitte Consulting LLP. As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Copyright © 2017 Deloitte Development LLC. All rights reserved. 6 Likes Like Comment Share See all articles No alt text provided for this image agree, I am also proud Amy A. commented No alt text provided for this image This is terrific. Amy A. commented No alt text provided for this image congratulations! Amy A. commented See all activity Experience Deloitte Consulting Managing Director, Government and Public Sector, Learning Solutions, Career Mobility, Recruiting, KM Company NameDeloitte Consulting Dates EmployedJun 2018 – Present Employment Duration1 yr 4 mos LocationGreater Washington, DC Dr. Titus leads Deloitte's Workforce Transformation Learning Solutions, Career Mobility, Talent Acquisition, and Knowledge Management market offering for the Government and Public Services business. She oversees a marketplace that includes the Federal government, State and Local Agencies, Higher Education, Non-profits and international organizations. Her work entails working closely with these organizations to grapple with the impact of the Future of Work and what it means for their people, their workplace and the meteoric changes that are occurring to wo... See more Deloitte Managing Director, Organization and Talent Company NameDeloitte Dates EmployedJun 2009 – Jun 2018 Employment Duration9 yrs 1 mo LocationWashington D.C. Metro Area Provide consulting services and solutions to solve complex human capital challenges bringing together research based analysis combined with innovative approaches to creating transformation, strengthened performance, engagement, aligned leadership and continuous... See more BearingPoint Managing Director, Global Human Resources Company NameBearingPoint Dates EmployedMay 2008 – Jun 2009 Employment Duration1 yr 2 mos HR executive -- led learning and executive development, the leadership program with Yale University, performance management, career management, employee engagement and surveys, diversity, succession planning as well as HR administration, policies and HRIS Consulting Managing Director Company NameConsulting Dates Employed2005 – 2008 Employment Duration3 yrs Provided management consulting services and solutions to Ethicon Endo, Northern Kentucky University and Sourced Solutions Group Fifth Third Bank VP, Talent Management Company NameFifth Third Bank Dates Employed2004 Employment Durationless than a year LocationCincinnati, Ohio Area Was responsible for talent acquisition, leadership, learning, succession planning, performance management and HR aspects of M&A Citigroup VP, Human Resources (Leadership, Staffing, Development and Diversity) Company NameCitigroup Dates EmployedDec 1999 – Dec 2003 Employment Duration4 yrs 1 mo Roles included working in corporate HR in executive development, learning, executive search, succession planning, talent review and diversity as well as Citigroup Emerging Markets and Citigroup International in leadership, talent review, staffing, development and diversity Consulted to a range of clients including The World Bank, Pitney Bowes, Barents, various UN Agencies Consultant Company NameConsulted to a range of clients including The World Bank, Pitney Bowes, Barents, various UN Agencies Dates Employed1984 – 1998 Employment Duration14 yrs Show fewer experiences Education Teachers College of Columbia University Teachers College of Columbia University Degree NameDoctorate Field Of StudyAdult Education--Workplace Transformation Union College Union College Degree NameBachelor's degree Field Of StudyAmerican Studies and Spanish University of Minnesota-Twin Cities University of Minnesota-Twin Cities Degree NameMaster's degree Field Of StudyInstructional Systems Volunteer Experience Deloitte's corporate citizenship efforts in education: The RightStep Program Partner champion for the Greater Washington DC area Company NameDeloitte's corporate citizenship efforts in education: The RightStep Program Cause Education United States Institute of Peace Member of International Advisory Council Company NameUnited States Institute of Peace Medecin Sans Frontieres Member of Learning Council Company NameMedecin Sans Frontieres