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
Two questions to help you reflect on whether your L&D function is playing on ‘defence’ or ‘offence’:
1. How much of your L&D investment is currently driven by?
– The business reacting to external events?
– Cost reduction initiatives?
– Digitisation of existing business processes?
– ‘Standardisation’ projects?
– Compliance audit risks?
2. What proportion of your L&D priorities are enabled through these strategy choices?
– Standardising fixed skills for individual roles?
– Ensuring consistency and consolidation of learning programmes?
– Digitising ‘learning solutions’?
– Scaling access to ‘learning content’?
– Optimising and tracking ‘learning content’ ‘engagement’ and consumption?
How do these questions help you to reflect on what currently drives your L&D goals and enabling strategies?
(And – is L&D on ‘defence’ or ‘offence’ in your organisation?)