"Management was designed to solve a very specific problem - how to do things with perfect replicability at ever increasing scale and steadily increasing efficiency.  Now there's a new set of challenges on the horizon. How do you build organisations that are nimble as change itself?" Gary Hamel The ideas in this blog, shared throughout 2019 have aligned to this. How can corporate 'L&D' teams start to see new opportunities that are open to them? The opportunity to move from serving the industrial mindset of developing compliant workers - to enabling organisations that recognise their employees as independent actors with unique contributions to make. The opportunity to re-balance a focus on reacting to existing problems with the real work of shifting the underlying cultural norms of the organisation and its leaders. The opportunity to put connections, relationships, participation and questions at the centre of our strategy and tactics. The opportun

" You can change the way people get what they want - or you can change what they want " Seth Godin Inside inward looking, reactive, politically charged bureaucracies the work of L&D is diluted down to training solution order taking, project management and reaction tracking. This stems from the past - when centralised business models were the holy grail. Management control through standardisation and compliance was the prized goal. These features were difficult to achieve, scarce and therefore differentiating and valuable. Not anymore. There is an urgent new goal for L&D leaders and their teams. I describe this as the leap from management to leadership. We can choose to re-balance time spent on packaging the results of someone else's priorities with setting out new paths and goals of our own. The basis of these goals can include: Moving focus away from developing compliant workers towards building adaptability in the organisation Putting 'the work