Much of L&D's time continues to be focused on 3 things: 1. Bringing control; (of 'content', 'delivery' and admin.) 2. Creating 'programs'; (which only help with the diminishing business problem of speed to compliance ) 3. Demonstrating a useful identity; (not just interrupting busy workers...) I believe there are 3 new things that L&D should focus on instead: 1. Bringing clarity ; helping leaders and teams to understand a learning culture and how they can contribute through their own work 2. Creating connections ; developing the conditions for individuals and teams to move their knowledge, experiences and ideas easily across the organisation 3. Demonstrating confidence ; providing a new leadership blueprint for the organisation to follow: curiosity, adaptability, reflection, failure tolerance, better questions, problem solving, horizon scanning and communication. Paul helps L&D teams to step up and do more of the important work that

The need to be seen and respected. This is a perennial L&D question that surfaces every year usually around February or March. Coincidentally, the Havard Business Review released a report this February entitled 'The Leaders Guide to Corporate Culture'. Here they interviewed 1,300 senior executives to understand their leadership styles and analysed the cultures in 230 companies across a range of industries. Corporate culture types were grouped into eight different flavours. 89% of executives ranked a "Results culture" as their first or second placed aim for their organisation. By "Results culture" they defined consciously creating an environment where targets, execution and delivery is the focus for everyone. (In the 'Industrial economy' value in a business was created by producing faster and cheaper than the competition. Employees were viewed by leaders as simply interchangeable parts of the system). Just 7 ( seven ) % of the executives

It's a sellers market. So, I've put together a list of 10 (possibly new) questions for L&D teams to use in your 'Learning Technology' vendor discussions: 1. What is the big change your business is trying to make / facilitate / accelerate in the world of work? 2. What is your 'worldview' of the role of learning in business settings today? 3. Who exactly is your proposition for and, not for?: (i.e. which work contexts and cultures does your 'solution' best support and why?). 4. Describe how your organisation interprets the terms 'training', 'learning', 'learner', 'learning culture' and 'digital transformation'. 5. What is currently the biggest challenge for leaders of teams in organisations from your perspective? 6. How do we balance support for both productive and generative learning in your opinion? 7. According to the Havard Business Review "Leaders Guide to Corporate Culture" report