Learning Application Proposals (LAPs)

Personalising professional development…

Before coming onto Murdoch Executive Education Centre’s flagship programs (Transitions: A Leadership Program for Senior Executives and Management Masterclass), participants will be asked to assess their own management situation by working with some diagnostic instruments that will be considered on the program, and discussing their expectations for their learning with a key stakeholder or sponsor from their organisations. This consultation will be important for framing and clarifying the commitment, by both parties, involved in undertaking such executive development. 

Through the management situation assessment, particularly the sponsor consultation, participants will bring to the program a significant management and/or leadership issue. During the program, they will develop a concrete proposal for dealing with the issue that reflects specific ways they can apply their learning in relation to the analysed themes. At the end of the program they will present this Learning Application Proposal (LAP), a deliverable with potentially significant returns to their organisations. Examples of previous LAPs include: 

Streamlining the purchasing process for aircraft acquisition by running parallel processes rather than linear ones. By creating these new procedures, purchased aircraft move more quickly from a liability to an asset.
Acquisitions Manager, Aviation Industry

Introducing a new universal reel for mine site conveyors. The ability to use this standardised reel on multiple conveyors at multiple mine sites is expected to save the organisation in excess of $20m annually, based on the initial Cost Benefit Analysis.
Senior Procurement Manager, Mining Industry 

Many casual staff employed at council leisure facilities are students who could add value to the local government authority in the future. By conducting a talent audit and mapping this against the future needs of the local government authority, valuable people assets could be retained.
Leisure Facilities Manager, Local Government 

With additional space required for a rapidly expanding team, new fit-for-purposes premises needed to be identified and acquired in the northern corridor. This LAP looked at needs, challenges, barrier, benefit and opportunities that needed consideration for such a major organisational move.
Manager – Home Services, Not for Profit 

To create and apply a systematic approach to the learning and development needs of staff across a large organisation by taking a risk and governance approach to ensure staff are appropriate equipped to meet the demands of their roles.
Assistant Director, State Government Department  

Introducing a Graduate Engineer Development Model and put in place comprehensive development plans for the organisation’s most valuable resource –engineers. Working in conjunction with the existing professional development program, create a mentoring/ coaching model for younger/newer engineers.
Divisional Manager – Engineering Company 

Develop and manage a leadership team able to create cultural change in an operational business unit that has many long-term employees with deeply entrenched attitudes. Introduce innovative thinking to address workforce engagement issues and look at ways of bringing ‘new blood’ into the team to help effect change.
Superintendent, Agricultural Industry