Reflections on 15 years of Learning and Development research from Towards Maturity...

"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 interventions'"
Here it's crucial to define the nature of the "productivity" we mean. Usually this refers to the industrial definition - increased output from less input by increasing the organisations' capacity for 'compliance'. 
This is a missed opportunity when L&D could instead redefine a productivity measure fit for today's connection economy. "Scaling the quality and speed of learning" for example...

"L&D KPIs of Growth, Productivity, Transformation and Profit"
"Traditional L&D benchmarks of progress as Resources, Technology, Programmes, Compliance
I reflect on the lack of leadership and 'change' ambition in these lists given the "Transformation" ambitions of the Report. Tactical, utility driven, soundbite,"seat at the table" chasing metrics.

"Fewer than 20% of L&D teams are achieving on goals linked to culture and agility."
Because this isn't the strategic focus and intent for 'L&D' work. (See 'KPIs' point above...).

"What is L&D extremely concerned about?"
I'd argue the eleven statements listed in this section of the Report are either:
i) Tactics and logistics 
ii) Symptoms of a lack of clear vision and strategy (See point on 'L&D goals' above).

"Digital Success Foundations - 3 specific goals achieved because of 'digital implementation':
"Increased value for money"
"Increased engagement with 'learning'"
"Increased ability to personalise 'learning'"
I see these as industrial, status quo reinforcing measures: "digitising" for cost reduction and efficiency (for Management).

"59% of L&D believe traditional expectations are difficult to challenge"
Naturally. (See above...).

"On average only 33% of learning practitioners believe their organisation is a safe place to share ideas"
This is a clear reflection of the lack of investment in this core characteristic of a learning organisation by 'L&D'. New focus could include for example:

Creating the conditions and expectations to share and accelerate ideas;
Facilitating diverse connections and conversations across the organisation.


Paul works with L&D teams who recognise that real change cannot come from asking each other the same questions and expecting different answers.