Measuring the ROI from management action learning

Abstract

Too few programmes of management development seek to evaluate their hard ROI for the enterprise. Describes how action learning’s focus on company‐specific issues makes this more feasible. Reports on a four‐year impact analysis from MBA programmes showing that employing organizations benefited greatly and that the individual managers also gained a host of soft benefits. The endemic problems of action learning are also identified but the contribution of the Set (fellow members of a small learning cell) again stands out as most vital.

Citation

Wills, G. and Oliver, C. (1996), "Measuring the ROI from management action learning", Management Development Review, Vol. 9 No. 1, pp. 17-21. https://doi.org/10.1108/09622519610181720