Organizations are shifting priorities away from talent to immediate needs such as reducing risk and cost. While keeping an eye on the short term, learning leaders need to find long-term opportunities to leverage development.
Articles by Mike Prokopeak
The Talent Management Magazine "State of the Industry 2009" survey indicates significant challenges in 2009, but also continued opportunity for learning and development.
With the economic downturn and increased attention to the bottom line, it may be time to re-evaluation simulations.
With record numbers of layoffs, leaders’ interpersonal skills are being put to the test. But coaching on business acumen may be where the real need lies.
To be truly effective and authentic CLOs, learning leaders must develop a broad understanding of the organizational context and act as business advisors.
Tim Gates has cooked up a recipe for success as head of Nestle University.
Learning professionals long have been and continue to be early adopters of the latest gadgets. But being a front-runner also can mean being the guinea pig – the one who must struggle to figure out the best and most effective way to use the technol
While the future is uncertain for many learning organizations, there are real opportunities.
There’s no shortage of news coverage on the current economic recession, but how are learning practitioners tackling the dilemmas the downturn has created?
Conductor Roger Nierenberg started off Chief Learning Officer Magazine’s Spring 2008 Symposium on a high note with a presentation that was music to the ears of event attendees — literally.
It’s no secret that we live in an information age. There are downsides, however, to this increased knowledge base.
As an increasing number of organizations strive to leverage their intellectual capital, CLOs have the opportunity to be the fulcrum that pivots the knowledge of the workforce.