strategy
Systemic shifts I
n recent years, an increasing number of business leaders have realised that in order to make real changes across their organisations, they need to undertake profound systemic shifts in their learning functions. This is a brave thing to admit, but global L&D teams are under pressure to change
the way they operate in order to provide business results quickly. This means that business leaders must equip themselves with the right capabilities to trigger transformation in their organisations. This drive to transform learning is symptomatic of the market pressure-driven shift facing all globally competitive organisations. This relentless expectation that businesses should adapt quickly to a volatile and uncertain competitive world is exerting the same pressure on global L&D professionals responsible for supporting their organisations.
The new learning organisation is one in transition, accelerated by five key drivers:
Patrick Thomas offers strategic advice for 21st century learning transformation
1. Global skills shortages 2. Generational learning cultures and aspirations 3. Increasing complexity and challenge in the marketplace 4. Rise of regulatory and compliance requirements 5. Continued pace of technology improvement.
L&D functions must evolve to respond to these challenges in order to support the business and its clients, the learners. The whole organisational learning culture must change to make the context of learning the focal point, rather than the prescriptive course model. Additionally, L&D capability must develop a performance consulting approach which pushes back on training as the catch-all solution and delves deeper into the issue underlying the training request. With this in mind, L&D should follow three main steps: n Communicate an effective vision n Develop a pragmatic strategy with key stakeholders that works across the entire organisation
n Ensure that agile processes are in place to deliver a targeted range of solutions that both consider the context of the need and address its root causes, for instance making training available whenever and wherever it is needed with greater use of blended, social or mobile learning. We will look at each of these in greater detail below.
Envisioning and building capabilities for 21st century learning
There are two main fronts for building learning capabilities in the 21st century: n Setting a vision for learning delivery n Describing and developing the capabilities of L&D to deliver 21st century learning within the context of the specific organisation. This includes:
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e.learning age september 2014
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