Corporate Learning and Development is perfectly designed to give you what you get today


"Each system is perfectly designed to give you exactly what you are getting today."

W. Edwards Demming

The new role of 'Learning and Development' is to help the organisation to connect with its new "living with COVID" context. This ambition helps to deliberately re-position the work of Learning and Development beyond that of a 'content delivery team'.

These three questions can help to re-frame and elevate the focus and contribution of Learning and Development, around:

The organisations' business model - now and looking forward

The competitive context within which the organisation is now operating

The new definitions of 'performance' now needed - to build a differentiated business

The different types of work within the organisation - that create value now and looking forward

Q1. How stable (and differentiating) is our current business model? Will this change?

Is the organisation deliberately aligning around the advantages of improving its existing processes?

Does the organisation now need to become more adaptable - to respond more effectively to new and emerging challenges and opportunities?

Or both?

Q2. Will the organisation create value through individual or team performance?

Will we create new value through improving individual performance in specific role and with specific skills?

Will we create new value by improving the capability and capacity of connected teams across the organisation?

Or both?

Q3. What different types of work will support our business model? Will this change?

'Routine' work? - executing and improving through existing processes

'Complex' work? - a combination of routines and real time prioritising and decision making

'Innovation' work - deliberately investing in new thinking, developing a new future that creates new value for the organisation


Paul helps Learning and Development leaders to grow their impact and influence by helping to change the system that holds them back

www.jocelynconsultingltd.co.uk


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.

Comments

Post a Comment

Please let me know your thoughts on this...

Popular posts from this blog

Barriers to progress

"Consciously or unconsciously, leaders put in place structures and practices that make sense to them. These structures and practices correspond to their way of dealing with the world and means that an organisation cannot evolve beyond it's leadership's stage of development." Hermanni Hyytiala   Here are some barriers to progress that correspond with the way that many control oriented leaders deal with their world: Perpetuating a linear, directive, process oriented, bias... Maintains busyness as the key status enhancing characteristic of the system* Which reinforces an inability to create space for reflection, new opportunities and stopping 'old' things Which limits the ability to define the new characteristics of high performance as context shifts Which prevents agreement on the new conditions that need to be in place to enable these new characteristics Which reinforces the 'snow blindness' of attempting to move in a 'new direction' using the
Read more

The interconnectedness of perennial 'L&D' challenges

"The reason why we don't see the source of our problems is that the means by which we try to solve them is the source." David Bohm The ' Top 5 challenges for L&D leaders ' - based on responses from folks planning to attend the 2021 annual Learning & Performance Institute 'Learning Live' conference: 1. "Digital transformation of learning." 2. "Building a learning and coaching culture." 3. "Supporting learning 'in the flow of work'." 4. "Leadership and management development." 5. "Driving employee engagement." There are some perennial runners on this list of " Challenges " (symptoms?) - which in my opinion are all connected . If we can acknowledge that sustainable business models are no longer based on centralised control - enabled through optimising efficiency and standardisation. If we can agree that an individual's expectation of 'work', an employer, a 'boss' a
Read more

The NEW valuable organisational capabilities

"All these executives going around talking about the need for innovation and increasing agility while pushing an out-of-date command-and-control structure focusing on efficiency aren't going to get agility of innovation." Charles Lambdin OLD industrial era value-creating organisational capabilities: 1. Control 2. Standardisation 3. Incremental improvement 4. Compliance 5. Consistency NEW digital era value-creating organisation capabilities: 1. Receptiveness to continuous change (market, customer, employee contexts) 2. Connectivity across teams 3. Access to exemplary performers (internal and external) 4. Agency and autonomy 5. Inquiry and reflection
Read more