Blog
Read my blogs on building new organisational learning capability.
What you might mean when you say “learning culture”
What you might mean when you say “learning culture“: “We have a catalogue of training courses.” “We provide
3 key opportunities for Learning and Development leaders in 2021
Three key opportunities for L&D leaders in 2021: Re-positioning ‘L&D’ as an organisational priority Connecting insights and foresight
Limiting beliefs in corporate Learning and Development teams
20 limiting beliefs in corporate Learning and Development functions: “We don’t have permission to change the organisation.” “Our
Is your L&D function playing on ‘defence’ or ‘offence?
Three reflections on my experience of annual L&D investment planning: 1. Most corporate learning strategies are built around
What the organisation needs to agree – before you can reinvent the L&D function
What the organisation needs to agree – before you can reinvent the L&D function: 1. What’s our market context? Is
The work of corporate Learning and Development should disrupt the organisation
The old-world vulnerabilities in organisations have become clearer as a result of the COVID-19 pandemic crisis. Years of
Learning and Development leaders could choose to change the system which holds them back
The world now seems to be changing faster than many would have thought possible. Ideas around ‘leadership‘, ‘the
Your Learning and Development strategy is perfectly designed to give you what you get today
The new role of ‘Learning and Development’ is to help the organisation to connect with its new “living
The Learning and Development function can find new energy and new power through new relationships
There are two ‘axis’ around which the work of L&D can align: Developing individuals vs. developing the organisation
The role of corporate Learning and Development is to be a change maker and inspire others to do the same
Now is a good time for Learning and Development leaders to pose new questions to the senior leadership team:
Lock-down has proved to Learning and Development leaders where ‘learning’ (really) happens
L&D leaders can choose to pause between bursts of reacting and responding – and reflect on where the
The L&D function needs to move on from ‘reacting’ and ‘responding’
There are three ways in which Learning and Development leaders can choose to position their work: Reacting: Move
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
LearnTec Conference as part of Jane Hart’s Modern Workplace Learning track
I was very grateful to be asked to speak at this year’s LearnTec Conference as part of Jane
Blog – 10 Questions for ‘Learning Technology’ vendor discussions
Blog – 10 Questions for ‘Learning Technology’ vendor discussions It’s a sellers market. So, I’ve put together a
If all L&D have is a hammer, everything looks like a nail
A long held criticism of ‘L&D’ is that it is “full of solutions looking for a problem”.
The ‘Art’ and the ‘Science’ of L&D
There are two different conversations in what continues to be called ‘L&D’. I don’t believe one is any
The human stuff is the basis of ‘digital learning transformations’.
The human stuff is the basis of ‘digital learning transformations’. The technology platforms are secondary. They work best
L&D – You get what you measure
It’s a truism that you get what you measure in a team or a business. When L&D acts