I was very grateful to be asked to speak at this year's LearnTec Conference as part of Jane Hart's Modern Workplace Learning  track. Here are some of the ideas, assertions and question that I included in my presentation: 1. There remains an amazing, untapped opportunity to help people to work better together in a time of unprecedented change in the world of work. 2. In the 2018 Harvard Business Review study of 1,300 executives only 7% ranked developing a continuous learning culture as their number one strategic priority. This is a systematic leadership failure and, a call to action. 3. 'L&D' is mostly stuck in management mode at a time when organisations and managers need leadership, inspiration and new ideas. 4. 'L&D' only seems to talk about the same three things: a) Controlling 'content' and 'delivery' (tools and tactics) b) Creating 'programs' (for 'speed to compliance') c) Their useful identity... 5. &

"Learning practitioners are aware they need to overcome new skills to overcome contemporary challenges. However, they seem stuck with old behaviour patterns established decades ago. The research has shown that learning practitioners are so often consumed by the burden of delivering today that they are unable to prepare themselves and their stakeholders for a different future." After fifteen years of research this is a strange place to find ourselves in. Here are my own reflections and questions on the latest annual Towards Maturity ' Transformation Journey " Insights report: "90% of L&D teams want to cultivate 'agility'" (Whilst) "96% of L&D teams want to improve access to 'resources'" This is a strategy oxymoron. These objectives are indicative of two very different organisational cultures and therefore expectations of 'L&D'. "Productivity increased by 14% as a result of 'learning intervent