What you might mean when you say “learning culture“: “We have a catalogue of training courses.” “We provide a wide range of ‘learning resources‘.” “We have centralised our ‘learning offer‘ on a technology platform.” “We are committed to helping more people consume more of our ‘learning content‘.” “We have defined what we need people to …
What you might mean when you say “learning culture” Read More »
Three key opportunities for L&D leaders in 2021: Re-positioning ‘L&D’ as an organisational priority Connecting insights and foresight to sharpen leaders’ focus and prioritisation Developing new commitment and engagement with and from leaders Aligning ‘learning’ directly to business strategy and the ability to compete in complexity Linking the value of ‘learning’ to organisational development and …
3 key opportunities for Learning and Development leaders in 2021 Read More »
20 limiting beliefs in corporate Learning and Development functions: “We don’t have permission to change the organisation.” “Our work is way downstream of ‘Business Strategy’.” “Learning design standards will compensate for a lack of explicit learning strategy.” “‘Solutions‘ are always the answer.” “We are judged on our tactics.” “‘Business as usual’ is a success measure.” “Learning …
Limiting beliefs in corporate Learning and Development teams Read More »
Three reflections on my experience of annual L&D investment planning: 1. Most corporate learning strategies are built around control and looking backwards 2. L&D leaders rarely (if ever) describe the trade offs they are making when deciding on an investment plan 3. Even in ‘sophisticated’ organisations most learning strategies are a collection of to-do lists …
Is your L&D function playing on ‘defence’ or ‘offence? Read More »
What the organisation needs to agree – before you can reinvent the L&D function: 1. What’s our market context? Is this changing? If so – why? 2. As a business how are we specifically going to differentiate? 3. Is our business model based on increasing optimisation and efficiency? 4. How much of the value we crate for customers comes from known, …
What the organisation needs to agree – before you can reinvent the L&D function Read More »
The old-world vulnerabilities in organisations have become clearer as a result of the COVID-19 pandemic crisis. Years of self-serving leadership, poor management, silo’ed thinking, short term-ism and incoherent investment in people have contributed to undifferentiated businesses and brands which lack the capability to inspire and adapt. And so, the new leadership opportunity for an L&D function is …
The work of corporate Learning and Development should disrupt the organisation Read More »
The world now seems to be changing faster than many would have thought possible. Ideas around ‘leadership‘, ‘the future of work‘, ‘purpose‘, ‘connection‘, ‘activism‘ and ‘change‘ all have renewed resonance and urgency. Against this dynamic backdrop, the work of “corporate learning” often seems like a relic of the industrial era. An outdated model – a …
Learning and Development leaders could choose to change the system which holds them back Read More »
The new role of ‘Learning and Development’ is to help the organisation to connect with its new “living with COVID” context. This ambition helps to deliberately re-position the work of Learning and Development beyond that of a ‘content delivery team’. These three questions can help to re-frame and elevate the focus and contribution of Learning and Development, around: The …
There are two ‘axis’ around which the work of L&D can align: Developing individuals vs. developing the organisation as a wholeand‘Productive’ learning (for the ‘now’) vs. ‘Generative’ learning (developing a new future) In most organisations the work of L&D only focuses on individual, productive learning. The narrow priority here is maintaining centralised control – through …
Now is a good time for Learning and Development leaders to pose new questions to the senior leadership team: What kind of team do we now need to develop – to become the business we say we want to be? How different are the features and capabilities of that team now – compared to what we have today? How important …
If your ambitious mid sized business needs to learn faster then I might be able to help. My new client engagements always start with a structured diagnostic of your current organisational learning strategy.
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