Build new capability through a more dynamic approach to organisational learning.
“We don’t have a learning culture here” is a symptom. It’s a symptom of your learning strategy being too focused on control and looking backwards. It means the approach to learning isn’t disrupting the status quo in your organisation and helping it to change faster.
I’m Paul Jocelyn, an organisational learning strategy expert. I help ambitious mid sized companies entering a time of significant change build new capability – through a more defined, aligned and ambitious approach to organisational learning. The goal? To enable your business to compete in complexity.
Learning is the most powerful accelerator of change and growth. To capitalise, you’ll need to enable your people to be as good at learning new things as they are at executing on what they already know.
Do you need to create this environment to accelerate change? You’ll need a clear learning ‘philosophy’ and approach, connected to the right principles and tools. You will also need to build the capability of your managers and your HR / L&D function to accelerate your new learning strategy.
Four ways I can help:
- Review your current organisational learning strategy and make insightful recommendations to improve it
- Help you set out a new, growth focused organisational learning strategy for your business
- Build a completely new learning ‘operating model’ that changes why, how and where your people learn
- Work with you to reshape your Capability / L&D team capability and priorities for now and the future
As a consultant and advisor I work with evolving businesses including Atalian Servest, Capgemini, Coty, Dyson, Fortnum & Mason, Kwik-Fit, Lidl UK, Nomad Foods, Ricoh, Samsung, Specsavers, Tesco and VolkerWessels to help them rethink and reset their organisational learning strategy.
You can read testimonials from other business leaders I’ve helped below and on the other pages of my website.
“I'd highly recommend Paul to help L&D leaders articulate their strategy in this ever changing environment. My team and I were always left energised by a conversation with Paul in this space. Prepare to have your thinking stretched!”
- Holly Hurkett, Head of Retail Learning & Development at Specsavers
I can help if...
Your current approach to organisational learning isn’t developing the new capability you need
Your teams need to adapt, innovate and solve new problems
Your people have high expectations of learning from you
Your business and learning strategies need to be 100% ‘in sync’
‘Working’ and ‘learning’ are still treated as separate things
When your business says ‘learning‘ it still means ‘training‘
Your leaders struggle to role model and support continual learning
"We found Paul a creative thinking partner who provided lots of useful insight, best practice and helped us fully explore what's possible. Paul has a relaxed, engaging style and is incredibly passionate about what he does- he left us feeling fully energised about our next steps."
- Sarah Sturton, Organisation Development Director at Nomad Foods
Read my blogs on building a new organisational learning strategy
20 Questions to help define a new organisational learning strategy
What is the impact of successfully delivering your L&D strategy (and not) for the success of your organisation?
10 ways to assess your current organisational learning strategy:
Proportion of investment in learning with the goal of process deployment and standardisation?versus Proportion of investment in learning
20 reasons why businesses should rethink their approach to organisational learning
Business and work have changed. The role and priorities for workplace learning need to reflect and accelerate these