Articles by:
Site Staff
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Nokia: Global Learning in High Speed
When faced with the daunting task of deploying Nokia-wide leadership skills to managers of nearly 50,000 employees worldwide, learning leaders zoomed ahead with a global solution.
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ALLTEL: Keeping Pace Through E-Learning
When ALLTEL, one of the largest telecommunications companies in the United States, wanted to train employees on some of the newest advancements in sophisticated telecommunications technologies, it turned to a highly customized e-learning solution designed
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Analog Devices: Manufacturing Learning Success
Analog Devices Inc. manufactures high-performance integrated circuits that are used in analog and digital signaling processing applications. With more than 8,500 employees located in Massachusetts, California, North Carolina, Ireland and the Philippines,
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Fueling the Conversational Fires
I’ve been thinking a lot about conversations. Not small talk about baseball, weather or current events, but real conversations. Two or more people engaged in a collaborative discussion that allows all participants to walk away enriched.
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Assessing the Business Impact of External Degree Programs
Corporate America spent $10 billion in 2003 on tuition reimbursement programs. Yet according to research firm Eduventures, only 2 percent of companies surveyed actually calculate a return on investment (ROI) for these programs, and only 45 percent have an
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Emotional Engagement
How important are emotions in the full-engagement process? What role does emotion play in completing any important mission? To help our clients answer these questions, we put them through a simple test that even the toughest National Football League super
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A Return to Centralized Learning
Many have offered creative approaches to organizational structure, but leaders and authors agree that there is no best practice. However, it is widely accepted that structure should align with and support the business strategy.
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Translating Lofty Goals Into Action
In prior columns, I’ve talked about an execution gap in organizations—the gap between setting a goal and achieving it. To close the execution gap, leaders must practice four disciplines of execution: focus on the wildly important goal, create a compelling