Although major learning-and-development shifts occur, surprisingly they are rapidly accepted, assimilated and accommodated, often with relative ease, finally emerging as new operating norms. Happily, in the process there is evidently a hidden hand or disc
The rules for corporate and individual performance are changing. Your employees need to develop new competencies to adapt effectively to their emerging environments, and they will develop these skills and concepts through innovative systems and delivery m
Organizations around the world continue efforts to maximize the productivity of their employees in the face of competitive, legislative and socioeconomic change. More and more, senior learning professionals are being asked to enhance employee performance
CLOs are pressured to justify their investments in learning. A CLO always has to answer the CEO’s questions: Why should we invest in this learning program, and how will it help us execute our strategy? And how can we measure the return on this investment?
Verizon is the largest provider of wire-line and wireless communications in the United States, with 139 million access lines and 36 million wireless customers. The company has more than 167,000 employees with over 80,000 in critical field-service position
One sign of the increasing impact and scope of corporate learning today is that CLOs are starting to focus on risk-mitigation strategies. Budgets are being scrutinized, and learning executives are being asked to show a clear return on investment. With inc
In the dot-com days, many companies were willing to invest more to get more. Companies would invest in changing a process to improve customer satisfaction, even if it took more labor hours. They would purchase more capable technology, even if it cost more
Since the middle of the 20th century, the developed world has experienced a substantial shift from manufacturing-based economies to a global services- and knowledge-driven economy. Along with this shift has come a shift in valuation for large enterprises.
More and more companies are turning to an outsourcing strategy for functions that do not directly contribute to mission-critical strategies that drive the success of the business.
Corporate learning has always been the poor relation of all the management disciplines. Some corporations simply don’t believe in it, preferring to buy knowledge and skills when needed. Others have a large training department for internal courses and a si


