Shifting From Training Vendor to Strategic Partner with Tori Pauling of Marmon Holdings, Inc.
Tori Pauling, Sr. Manager, Program Development and Management of Marmon Holdings, Inc., leads strategic initiatives for the Business Acumen Center, supporting a diverse portfolio of manufacturing businesses. With a background in communications and executive learning, she focuses on turning complex ideas into scalable programs that drive measurable business outcomes. In this conversation, she outlines how L&D can evolve from a support function to a strategic partner by aligning learning with profitability, designing for real-world application and using frameworks like the Six Disciplines of Breakthrough Learning.
Key Takeaways:
(02:40) Combining creativity, strategy and impact in learning leads to personal fulfillment and helping others.
(03:42) Continuous, embedded learning is replacing one-off training events across L&D.
(05:08) Designing programs around defined business problems increases relevance and effectiveness.
(06:39) Viewing L&D as a strategic function starts with diagnosing root challenges, not just fulfilling requests.
(08:32) Experiential methods like simulations create lasting mental anchors and support real-world application.
(11:03) Leadership engagement and program prestige are essential to fostering a strong learning culture.
(13:58) Pre-work, in-session application and post-program follow-up create lasting behavior change.
(16:58) Applying the 80/20 principle helps focus time and resources on what drives the most value.
(23:31) Decision tools, scorecards and storytelling techniques enhance learning design and transfer.
Resources Mentioned:
Marmon Holdings, Inc. website
“The Six Disciplines of Breakthrough Learning” by Roy V. H. Pollock
“Leading Change” by John P. Kotter
Learning Transfer Climate Scorecard
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