Aligning Instructional Development Methods in a Decentralized Enterprise

Challenge

In a decentralized construction enterprise, training development was fragmented—corporate L&D followed a traditional waterfall model, while field teams demanded rapid, just-in-time enablement to support high-priority self-perform work. With no shared system to guide methodology or prioritization, course development was often delayed, misaligned, or overengineered for field realities.

Approach

Mel Aclaro led the creation of a two-part strategic framework: a visual training roadmap and a development model decision matrix. The roadmap provided a unified, transparent view of training priorities, rollout timelines, and key stakeholder commitments. The decision matrix introduced a lightweight scoring tool to help teams determine whether to use a Minimum Viable Learning Product (MVLP) approach or a traditional waterfall model—based on complexity, urgency, risk, and business context.

Together, these tools created clarity where there had been ambiguity, and enabled L&D, operations, and technical SMEs to collaborate earlier and more effectively.

Results

The strategy resulted in measurable organizational benefits:

• Faster stakeholder alignment and buy-in

• More strategic prioritization of high-impact field training

• Shorter development cycles for urgent, low-risk initiatives

• Improved credibility and trust in the learning function

By grounding instructional decisions in business needs and transparent logic, the initiative helped transform learning from a siloed function to a strategic enabler of field performance.