The diagnostic check-up service for learning organisations

efmd strategic learning review

Strategic Learning Review

Company-based learning organisations are being challenged to maximise the effectiveness, the relevance and the quality of their programmes.
Learning must be seen to be delivering more value to the company than it consumes in cost and time.

The Strategic Learning Review (SLR) helps companies determine if their learning organisation delivers expected outcomes and creates value in line with their strategic mission.

Assessment process

SLR is a six-point check-up assessment tool applied over a one-day review. It allows all types of learning and development organisations to take stock of their operational performance, strategic alignment and impact in delivering their mission.

Development tool

The SRL process highlights both the areas where the learning organisation is performing effectively and the areas where fundamental problems may need to be addressed. It is designed to be a checkpoint providing a critical analysis or snapshot of the situation at a given moment in time. It helps companies construct a roadmap for future development.

"At Baloise, we used the EFMD Strategic Diagnostic Check-up (Strategic Learning Review) to get an outside feedback on where we are standing in our pursuit to build up a state-of-the-art L&D organisation. Based on a one-day visit only, the experienced EFMD consultants were able to draw a very concrete picture of our current strengths as well as the areas we still need to develop. This has since helped us a lot to refine our current priorities. So, we can only recommend other organisations who want to develop their L&D set-up to also use this pragmatic tool."

Baloise Campus

SLR Benefits

  • In-depth analysis

    This diagnostic identifies strengths and achievements but also major dysfunctions, disconnects, misalignments or missing elements in the development of the learning organisation.
    It provides an opportunity to test ideas and share concerns with experienced professionals in the field of corporate learning.

  • Strategic development

    It brings to light the perceptions of major stakeholders, and represents the perfect occasion to start a dialogue in an effort to reinforce their buy-in.

  • Internal recognition

    The process presents an excellent opportunity for staff members to gain awareness of the current state of the organisation. It is the opportunity to re-engage and commit to future developments.

  • Optimised process

    Using time efficiently, SLR is a highly focused analysis done in one day review. It produces a pragmatic toolkit to help improve or develop your L&D.

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The six-point check-up

The mission

The mission and strategic purpose of the L&D organisation should be clearly defined. How does it translate the strategic objectives and priorities of the L&D organisation?

The operating model

What is the L&D organisation structure? Are the processes, location and resources adequate to enable the organisation to deliver on its mandate?

The scope of the mandate

The L&D organisation should define the scope of its mandate, in line with its mission. What is the target group and what are the learning objectives?

The portfolio of programmes
and services

The portfolio of programmes and services of the L&D organisation should be clearly structured. How does it align with the objectives set in your mandate? Is it effectively addressing the needs of your market?


An important consideration will be the positioning of the learning organisation within the company’s organisation chart and reporting lines. How does it influence the HR structure and processes?


Governance systems are a key component to a L&D organisation. How does the governance system ensure that the L&D organisation’s activities align with the company’s strategic agenda? How does it guarantee sufficient inputs from the company’s stakeholders?


  • SLR Process

  • SLR Experts

  • SLR Guides and Documents

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