"Tactics without a strategy is a scrum. What's the long term plan? What builds on what? How do you build assets and leverage instead of merely keeping busy? And how can you tell if its working?" Seth Godin Many organisations need support with leadership, choices, structure and clarity. Here are some examples where "L&D" can choose to step up and ask new questions: How does the organisation uniquely create value in its chosen market? Which "capabilities" enable the organisation to do what it does better than anyone else? What kind of learning environment can support the development of these capabilities? How can L&D help leaders to develop the frameworks and commitment that enables the right kind of learning environment? If these kinds of questions still aren't urgent for L&D now it's safe to say they probably are "too busy...". Paul works with L&D leaders and teams who have chosen to move from ma

" We know this. The people in these teams need to know this too. When (if) they do, they can do what we need to be done ". And so, the whole "Learning" industry superstructure (tactics, tools, resources, courses, technologies, measurement frameworks, vendors) is still built on this one, industrial hierarchical idea of what we think "Learning" is for. " Just get the workers to do what we need them to do ". Paul helps organisations and L&D teams to realise that what's needed is more leadership (not management).