Corporations attempting to implement aggressive revenue growth goals find it necessary to work powerfully from within to implement the changes that will bring these goals to reality. Creating change, managing change, directing change—these are the actions
- Skills aren’t soft or hard — they’re durable or perishable October 29, 2020 - The heavy focus on short-term ROI and the delivery of narrow skill sets oft-evangelized in L&D circles may well be the source of the "skills shortage" industries face today. Approaching training from a durable-skills-first perspective empowers talent to make dynamic, longer-term contributions to an organization. Read More
In today’s volatile economy, corporations are continually looking for innovative ways to enhance shareholder value and improve bottom-line results. While there have been a variety of strategies implemented to achieve these goals, successful organizations
A more effective way of transferring what was learned during training to on-the-job performance may require a change in the way we think about what learning is. For many, learning is defined as “acquiring new knowledge.” In today’s results-oriented world,
“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”
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
There are many buzz words in the training community right now: e-learning, blended learning, knowledge capital, competency mapping, just to name a few.
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.
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