Most corporate Learning and Development is built on the centralised, industrial era priority of efficiency through control...


"Treating training as the 'encoding' of skills and knowledge in students and employees to create a ready and immediately deployable workforce is a disastrous fit for this VUCA economy..."

 Heather McGowan

Most corporate 'L&D' is built on the centralised, industrial era priority of efficiency through control.

The underpinning perspective: "Get given a problem by Management and solve it". Reacting to the urgent. The immovable mantra? "Let's make the training better".

I believe this mindset is now being further reinforced by the new group-think drama of 'data and analytics'. Showing Management (using their own language) that 'L&D' is a willing ally in the quest to 'drive efficiencies'; (and reduce costs).

So I see 'L&D's continuing bureaucratic focus on:

'Topics' (what we say you need)

'Content' (where we say you can find it)
and

'Channels' (when we say you'll find it)

This is still a conversation about compliance, based on looking backwards. Reductive, transaction capability appears to be the only goal.

'Analogue thinking' in the digital era.

Meanwhile, business leaders, managers and workers are wrestling with the new. Complex work challenges, difficult questions and expectations. For example:

Context, two-way communication and better participation in problem solving at all levels are now where organisations rise or fall.
Question - How do we lead to create this environment?

Developing readiness and confidence for whatever complex customer challenges the future might bring.
Question - How do we develop psychological safety when the start point is often 'command and control'?

Recognising and rallying people around the need to adapt and to learn continuously.
Question - How can leaders set the right expectations and example?

Clarity and connections, respect and care as the new differentiating, valuable characteristics of modern business models.
Question - How can the organisation recognise and reward this mindset?

'L&D' are still dutifully trying to develop and measure compliant workers. They don't seem to see the working and learning world racing on by.


Paul helps 'L&D' teams to re-balance their efforts in recognition of the fact that what got their organisation here is no longer enough to survive and thrive from now on...
I work as a thinking partner and advisor with mid sized, value oriented companies going through significant change. I help you to build new capability and mindsets through shifting your approach to organisational development.

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