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How do you design and deliver joint venture-specific learning and development programs?

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Joint ventures (JVs) are strategic partnerships between two or more organizations that share resources, risks, and rewards to achieve a common goal. JVs can offer many benefits, such as access to new markets, technologies, and capabilities, but they also pose unique challenges, such as aligning cultures, values, and processes, managing conflicts and expectations, and fostering trust and collaboration. To succeed in JVs, you need to design and deliver learning and development (L&D) programs that are tailored to the specific needs, goals, and context of each JV. Here are some tips on how to do that.

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Stephen Cahill

1 Assess the JV readiness

Before you start designing any L&D program, you need to assess the readiness of the JV partners and the JV itself. This means identifying the strengths, weaknesses, opportunities, and threats (SWOT) of each partner and the JV, as well as the gaps, overlaps, and synergies in their capabilities, cultures, and processes. You also need to understand the strategic objectives, expectations, and performance indicators of the JV, and how they align with or differ from those of the partners. This will help you define the scope, priorities, and outcomes of the L&D program.

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Stephen Cahill
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The latter point needs to be understood before the former point. The JV is normally a transitory vehicle and it is vital its objectives are understood. This gives us clues about the strengths we will need in the team and helps us set the framework that helps us pinpoint the skills gaps we might face.

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2 Involve the JV stakeholders

The next step is to involve the JV stakeholders in the design and delivery of the L&D program. These include the JV board, management, employees, customers, suppliers, regulators, and other relevant parties. Engage them by seeking their input, feedback, and buy-in throughout the L&D process. Communicate clearly and frequently, explaining the purpose, benefits, and expectations of the program, and addressing any concerns or issues that may arise. This will help you build trust, commitment, and ownership among the JV stakeholders.

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Stephen Cahill
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Buy in is important but my experience is to be effective there has to be a certain amount of drive and leadership to create momentum - the JV is a unique body in its own right - so leadership needs to be strong to take full advantage of the relevant strengths of both parties and execute with speed and power.

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3 Customize the L&D content

The third step is to customize the L&D content to suit the specific needs, goals, and context of the JV. This means selecting or developing L&D materials that are relevant, practical, and applicable to the JV situation, and that reflect the values, culture, and brand of the JV. You also need to adapt the L&D content to the preferences, styles, and levels of the JV learners, using different formats, methods, and tools to cater to their diversity and inclusivity. For example, you may use online or blended learning, case studies or simulations, coaching or mentoring, or gamification or storytelling.

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4 Align the L&D delivery

The fourth step is to align the L&D delivery with the JV strategy, structure, and operations. This means scheduling and delivering activities in a way that supports the JV milestones, priorities, and workflows, and that minimizes disruption and maximizes impact. Coordinate and integrate the L&D delivery with the other functions and processes of the JV, such as governance, performance management, risk management, and change management. This will ensure consistency, quality, and efficiency of the L&D program.

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Stephen Cahill
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I would expect governance, performance management etc as described above to be a given - what is more pertinent is ensuring people are schooled in conflict management, are trained in understanding what resources does the JV have to offer from its constituent members, what external relationships can be accessed etc etc

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5 Evaluate the L&D outcomes

The final step is to evaluate the outcomes of the L&D program, both at the individual and the organizational level. This means measuring and analyzing the results and impacts of activities on the knowledge, skills, attitudes, and behaviors of the JV learners, as well as on the performance, productivity, and profitability of the JV. Collect feedback and data from the JV stakeholders, learners, customers, and other sources to identify the strengths, weaknesses, opportunities, and improvements of the L&D program. This will help you demonstrate the value, return on investment, and lessons learned.

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Stephen Cahill
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Define what is the control to make relative judgements. If we look at the successes the JV achieves on a milestone basis, what L&D features were present and which were significant. Same for failures in the execution of the JV - what skills were missing? This can be an iterative process and the derived learnings can help future proof the JV’s longer term success.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Michael Cullen

Senior Director, Counsel - EPC
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Additionally, the L&D program is an opportunity to create a JV culture. Many JVs suffer from an identity crisis when the employees are staffed by the partners and employees relate more strongly to the home employer's culture than that of the JV. This is a challenge that needs to be addressed from many different angles, and L&D is one of them.

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How do you design and deliver joint venture-specific learning and development programs?

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1 Assess the JV readiness

2 Involve the JV stakeholders

3 Customize the L&D content

4 Align the L&D delivery

5 Evaluate the L&D outcomes

6 Here’s what else to consider

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