ELE Group, LLC

This live discussion provided a clear look at a common challenge: L&amp;D and HR teams often operate in silos, tracking activity but struggling to prove real business impact. The answer isn’t more tools—it’s building a data-driven learning ecosystem that connects LMS, HRIS, LXP, and enterprise systems through a shared strategy. With aligned data, culture, and governance, talent leaders can shift from compliance metrics to outcomes like sales, retention, and leadership pipelines. Read on to discover how to move from siloed activity to enterprise-wide impact.
As <a href="https://www.ele.llc/members/yolanda-mangram" target="_blank" rel="noopener">Yolanda Mangram</a> emphasized, quoting <a href="https://www.ele.llc/members/matt-donovan" target="_blank" rel="noopener">Matt Donovan</a>:

<blockquote>"If L&amp;D doesn’t align its data strategy with the enterprise data strategy , it risks being left behind."</blockquote>
That urgency framed the discussion on why siloed systems and vanity metrics no longer cut it.
<a href="https://www.ele.llc/members/marty-murrillo" target="_blank" rel="noopener">Marty Murrillo</a> reminded us of the shift required:

<blockquote>"Business leaders don’t care about activity—they care about outcomes"</blockquote>
The challenge for L&amp;D is to move beyond course completions and show how learning drives sales, retention, quality, and leadership pipelines.


<hr data-start="1185" data-end="1188" />

<h2 data-start="1190" data-end="1211">🔑 5 Key Takeaways</h2>
<ol data-start="1212" data-end="1759">
 	<li data-start="1212" data-end="1320">
Integration is the differentiator – Connecting LMS, HRIS, LXP, and business systems unlocks impact.
</li>
 	<li data-start="1321" data-end="1426">
Metrics must evolve – Completions and attendance don’t prove value; performance and outcomes do.
</li>
 	<li data-start="1427" data-end="1528">
Culture enables data use – Governance and openness are as critical as the technology itself.
</li>
 	<li data-start="1529" data-end="1644">
Taxonomies are infrastructure – Shared skills and competency language is essential across HR and business.
</li>
 	<li data-start="1645" data-end="1759">
Start small, scale smart – Pilots tied to one or two business outcomes create early wins and credibility.
</li>
</ol>

<hr data-start="1761" data-end="1764" />

<h2 data-start="1766" data-end="1792">🛠️ 5 Practical Actions</h2>
<ol data-start="1793" data-end="2357">
 	<li data-start="1793" data-end="1896">
Audit your silos – Map where learning, HR, and business data live; identify overlaps and gaps.
</li>
 	<li data-start="1897" data-end="2027">
Anchor in business outcomes – Pick one high-stakes metric (e.g., sales performance, leadership pipeline) to prove impact.
</li>
 	<li data-start="2028" data-end="2142">
Align taxonomies – Ensure skills and competencies use the same “data language” across HR and L&amp;D systems.
</li>
 	<li data-start="2143" data-end="2256">
Shift manager behavior – Train leaders to use data for coaching and recognition, not as a “gotcha” tool.
</li>
 	<li data-start="2257" data-end="2357">
Pilot → prove → scale – Integrate one system, show measurable ROI, then expand iteratively.
</li>
</ol>

<hr data-start="2359" data-end="2362" />

<h3 data-start="2364" data-end="2384">Why it matters</h3>
Talent development leaders who adopt this mindset will stop reporting activity and start telling outcome-driven stories that matter to the business. Integration isn’t a future vision—it’s the credibility test for L&amp;D today.

How to Create a Learning Tech Stack: Building a Data-Driven Ecosystem

Integrated Talent Management

Analytics

learning technology

dirk.tussing

newton.moore

richard.busby

azizeh.constantinescu

edward.desrosiers

talent development

keri.kersten

marty.murrillo

guillermo.gutierrez

reskilling

learning and development

patricia.ouzounian

yolanda.mangram

audrey..hackley

Strategic HR

diana.anderson

HR Technology

HR Analytics

emily.decker-bess

data driven HR

Coaching Culture

organizational impact

3Q2025

data strategy

cindy.pinkstaffmiller

HR data

learning tech stack

L&amp;D systems

enterprise data

talent ecosystem

integrated HR

HR systems

workforce analytics

learning metrics

talent analytics

deepa.kartha

manendra.bhugra

business outcomes

jenny.massoni

data-driven ecosystem

learning integration

HRIS

taxonomy alignment

enterprise learning

GE HealthCare

<div class="elementor-element elementor-element-10190af2 elementor-widget elementor-widget-html" data-id="10190af2" data-element_type="widget" data-widget_type="html.default">
<div class="elementor-widget-container">
<div id="session-day2-1100-3" class="p-0 collapse show">

In this session, you’ll get the opportunity to explore the GE &amp; UL approaches using Lean and dynamic work to foster individual learning as part of organizational learning &amp; development.
<h6 class="font-weight-bold m-0">What we will explore together:</h6>
Lean thinking is a self-directed learning strategy that develops people's reasoning by incorporating self-reflection. Self-reflection is a diagnostic on to itself. Reflection is “practice.” The Lean part of this equation is also a focus on eliminating waste in the performance and execution of one’s skills that are deployed in the flow of work.

Learning organization is the capacity of an organization to reinvent its products/ services through the collective learning of its employees. They will acquire the personal learning mastery and along with the leaders, they have to identify learning opportunities, solve problems, share the solutions and make them accessible for reuse and product/ process improvements
<h6 class="font-weight-bold m-0">Discussion Points:</h6>
We explore and have a conversation on the following questions:

✅ How can we design the learning organization without additional technology investment and in a “scrappy or agile” way?

✅ What are the components of a learning organization that emphasize the Lean principles and behaviors?

✅ GE’s approach to integrating personal learning into organizational knowledge. A step-by-step process for comprehensive L&amp;D with a Lean mindset.

✅ UL’s approach to dynamic work design in coordination/ collaborative work hands-offs.

</div>
</div>
</div>

Re-thinking Learning Organization | Applying Lean Principles

learning strategy

Strategy

Digital &amp; AI

transformation

performance improvement

agility

learning &amp; development

teresa.oliszewicz

learning experience platform

strategic alignment

alignment

Lean Six Sigma

strategy

platform strategy

high performance

rachad.el-badawi-el-najjar

insights-wise-2021

annotation

Learning experience platforms (LXPs) enable personalized, social, online learning experiences for users by consolidating disparate learning resources into a single portal. AI has the potential to dramatically accelerate organizational learning by taking high quantities of high-quality data and making predictive decisions that connect learners to the right content in the right moments. Today, learning leaders are navigating countless and difficult choices to engage learners and provide learning in the flow of work. Through this session, we'll start by exploring through the eyes of the learner. Equipped with their perspective, you might be able to identify existing technologies and a shorter path to dramatically improve your learners' experience.

What we will explore together

Through this roundtable discussion, we will explore how:
<ul>
 	<li>Customer journey mapping and other techniques help us understand the learner's perspective and challenges</li>
 	<li>To identify opportunities to automate through existing resources – explore automating EVERYTHING by considering ANYTHING</li>
 	<li>Organizations are using LXPs to consolidate content while enabling personalized and social learning experiences</li>
 	<li>Learning leaders can leverage data from a variety of resources to drive informed decisions</li>
</ul>
ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

How to Create a Learning Tech Stack: Building a Data-Driven Ecosystem

Re-thinking Learning Organization | Applying Lean Principles

Learning Experience Platforms Roundtable Discussion

Login