1. Challenge:

I am part of Fortune 500 Company and a senior learning consultant in the Learning & Development  (L&D) division called “Academy”. We are a 300,000-employee company and currently we are reaching a  point where if we do not transform our workforce on right skills, soon we will lose business to other  competitors and our associates will no longer be relevant with right skills. This was the challenge we had  to solve and start the journey on. I was identified by Academy as one of the senior learning consultants  to meet Client partners and senior business leaders to share with them that the current state where  employees just deliver to client’s vision will not be enough. If we are not transforming our workforce  skillsets for the future, very soon we will lose employees , as they won’t bring the right skills that the  clients are looking for ex: Digital, Cloud, Automation, DevOps, Agile, Selling etc.  It was critical when we  met leaders, to ensure they are supportive of the talent transformation and how they can support  teams.

2. Selection:

I did review the various tools available ( Visualization, Storytelling, Mind Mapping, Learning launch ) and  narrowed on storytelling as considering the target audience I had, I was sure if I am can draw a  compelling story, that would be the best way I can get their buy in to give associates time to invest on  themselves to focus on transformation of skills. The “Storytelling tool” video on Module 2, really gave  me perspective, that I need to convince my target audience that the current state is far more dangerous  and something needs to be done to improve it. Thus I decided to use “storytelling” as the tool.

3. Application:

Once I identified “Storytelling” will be the tool I will use. I spent time understanding the Client partner,  business leaders pain points. One of their key struggles is they are able to sell new business to  customers, but they are struggling to find right talent to do the job for the clients. So I started on that as  my opening thought, what matters to the clients partners and business leaders. This got them engaged.

I discussed a situation that is we could transform 300,000 associates we already have in the organization  with future skills, what will the organization look like. That made them think. The author said, ask  questions and keep answering in phases, that’s what good story tellers do. I started applying it. I talked  about what will it take to transform current workforce, the client partners and business leaders shared  perspective, that we need to identify client journey etc. I highlighted that as a starting point, all we will  need is every associates must spend 30 mins per day to start upskilling. This is a small shift for a big  chance. I asked leaders did they think, getting 30 mins in working hours, can we give associates to spend  time and that seemed like yes in most client partners and few had apprehensions, as associates have 8  to 9 hours of work per day. We left the meeting discussing that this was a serious problem to be solved  and that was a good win, as we did storytelling that made sense to the target audience. They also  appreciated the ideas we put on the table. I sequenced the story in a way, that slowly unfolded the  problem statement leading some of the options, to solve it.

4 and 5. Insight and approach :

As I did this exercise, I realized the moment I was able to define “what is” and “what if” clearly in the  form of a story, that really led to engaged leaders. Upskilling and transforming workforce, since is not a  big focus for my organization yet, hence it was complicated to take it to the client partners and business  leaders. But as I broke down the story from the eyes of the leaders and discussed the current situation  and how future could look like, it tremendously helped. I realized that in the story, I could have added a  bit more reflection point, but I had 30 mins so added few things, which could have been dropped.  I felt  if I could visualization tool techniques at the beginning that can possibly enhance a bit more  engagement from the leaders. That is something I will be using going forward. A lot of times  visualization can just get my 1st 2 mins more effective and I feel next time I must use it, along with story  telling.


1 . Challenge : I am part of Fortune 500 Company and a senior learning consultant in the Learning & Development ( L&D ) division called “ Academy ” . We are a 300,000 - employee company and currently we are reaching a point where if we do not transform our workforce on right skills , soon we will lose business to other competitors and our associates will no longer be relevant with right skills . This was the challenge we had to solve and start the journey on . I was identified by Academy as one of the senior learning consultants to meet Client partners and senior business leaders to share with them that the current state where employees just deliver to client ’s vision will not be enough . If we are not transforming our workforce skillsets for the future , very soon we will lose employees , as they wo n’t bring the right skills that the clients are looking for ex : Digital , Cloud , Automation , DevOps , Agile , Selling etc . It was critical when we met leaders , to ensure they are supportive of the talent transformation and how they can support teams . 2 . Selection : I did review the various tools available ( Visualization , Storytelling , Mind Mapping , Learning launch ) and narrowed on storytelling as considering the target audience I had , I was sure if I am can draw a compelling story , that would be the best way I can get their buy in to give associates time to invest on themselves to focus on transformation of skills . The “ Storytelling tool ” video on Module 2 , really gave me perspective , that I need to convince my target audience that the current state is far more dangerous and something needs to be done to improve it . Thus I decided to use “ storytelling ” as the tool . 3 . Application : Once I identified “ Storytelling ” will be the tool I will use . I spent time understanding the Client partner , business leaders pain points . One of their key struggles is they are able to sell new business to customers , but they are struggling to find right talent to do the job for the clients . So I started on that as my opening thought , what matters to the clients partners and business leaders . This got them engaged . I discussed a situation that is we could transform 300,000 associates we already have in the organization with future skills , what will the organization look like . That made them think . The author said , ask questions and keep answering in phases , that ’s what good story tellers do . I started applying it . I talked about what will it take to transform current workforce , the client partners and business leaders shared perspective , that we need to identify client journey etc . I highlighted that as a starting point , all we will need is every associates must spend 30 mins per day to start upskilling . This is a small shift for a big chance . I asked leaders did they think , getting 30 mins in working hours , can we give associates to spend time and that seemed like yes in most client partners and few had apprehensions , as associates have 8 to 9 hours of work per day . We left the meeting discussing that this was a serious problem to be solved and that was a good win , as we did storytelling that made sense to the target audience . They also appreciated the ideas we put on the table . I sequenced the story in a way , that slowly unfolded the problem statement leading some of the options , to solve it . 4 and 5 . Insight and approach : As I did this exercise , I realized the moment I was able to define “ what is ” and “ what if ” clearly in the form of a story , that really led to engaged leaders . Upskilling and transforming workforce , since is not a big focus for my organization yet , hence it was complicated to take it to the client partners and business leaders . But as I broke down the story from the eyes of the leaders and discussed the current situation and how future could look like , it tremendously helped . I realized that in the story , I could have added a bit more reflection point , but I had 30 mins so added few things , which could have been dropped . I felt if I could visualization tool techniques at the beginning that can possibly enhance a bit more engagement from the leaders . That is something I will be using going forward . A lot of times visualization can just get my 1st 2 mins more effective and I feel next time I must use it , along with story telling .