According to the Havard Business Review 2018 " Leaders Guide to Corporate Culture " only 7% of the 1,300 CEOs interviewed were intentionally developing a culture of continuous learning. The remaining 93% confirmed that a culture of "Results focus" remained their number one or number two objective... This crushing insight presents a stark survival choice for 'L&D' teams stuck in a (supposedly) "Results focus" organisational culture: Option 1 "If you can't convince them, join them" Continue to work to convince busy senior people who are striving their way to the "Results" first culture desired by their boss that L&D are also in fact "all about results, just like you". They can rest assured that we have the "resources", "platforms", and "methodologies" that can definitely "help".  In short, be on hand to take requests for "solutions" that "ensure&q

"If all you have is a hammer everything looks like a nail" A long held criticism of 'L&D' is that it is "full of solutions looking for a problem". This often links to an inability to reflect the business context within which they are trying to facilitate change. Some helpful questions to understand the context and cultural norms in an organisation could include: How do people describe "high performance" around here? How is the performance gap(s) to be tackled articulated? What is the nature of the work to be improved? 'Standardised, repeatable' work?; 'Complex' work?; 'Discovery' work? Are we currently a 'learning organisation'? If yes, then why and how? How easily and quickly do information and ideas move around the organisation? How low in the organisation's team structure can decisions be made? How important is compliance and efficiency to the organisation? How outward looking is the or