“The most valuable asset of a 21st-century institution, whether business or nonbusiness, will be its knowledge workers and their productivity.” – Peter Drucker, “Management Challenges for the 21st Century”
- Generational differences may be less profound than we imagine October 29, 2019Under pressure to attract new talent and upskill incumbent workers, learning and HR leaders are trying to juggle the shifting demographics of today’s workforce to… Read More
If you have the chance to read Fred Harburgï¿½s resume, youï¿½ll find a rather impressive listing of positions. Prior to becoming chief learning officer and president of Motorola University, Harburgï¿½s past boasts organizations like IBM, Saturn, Disney,
Corporate universities were first created in the late 1980s as an enhancement to traditional training departments.
As CEO at General Electric, Jack Welch was an energetic force, a visionary who saw far past the bottom line, while never forgetting the importance of those double rules. In his “boundaryless” view of his company and business in general, Welch foresaw the
The increasing presence on executive staffs of a chief leaning officer or someone with a similar title represents the emerging recognition that an organization’s talent is a strategic asset- an essential element in achieving organizational goals.
There are many buzz words in the training community right now: e-learning, blended learning, knowledge capital, competency mapping, just to name a few.
In todayâ€™s economy, making the right decisions is more crucial than ever. In the Chief Learning Officer Business Intelligence Industry Report, more than 2000 of todayâ€™s most respected learning executives share their valuable insights and outlooks for