" In organisations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles and positions. " Margaret Wheatley There are two 'axis' around which the work of L&D can align: Developing individuals vs. developing t he organisation as a whole and 'Productive' learning (for the 'now') vs. ' Generative' learning (developing a new future) In most organisations the work of L&D only focuses on individual, productive learning. The narrow priority here is maintaining centralised control - through standardisation and consistency. This perspective is a hangover from the old 'industrial' mindset - when businesses only created value through consistent execution of individual roles and individual skills. The limitations of this approach will become even more apparent as the 'remote-working' business world be

"Here (and increasingly everywhere) the critical factor for success is determining what percentage of your people are change-makers, at what level and how good a job you are doing in enabling them to work together in fluid, open teams of teams." Bill Drayton Now is a good time for Learning and Development leaders to pose new questions to the senior leadership team: What kind of team do we now need to develop - to become the business we say we want to be? How different are the features and capabilities of that team now - compared to what we have today? How important is it now to expand the ability of our people to change the way we do things today? - Why? How important is it now to change our employees' understanding of how they contribute to our business model - Why? How important is it now to help change the way our employees think about teamwork? - Why? How important is it now to help to change the way our employees think about learning? - Why?