The perennial challenges with the impact, credibility and identity of the corporate L&D function are symptoms of it's tactical positioning within the business. 'Post COVID' its systemic focus on 'packaged solutions' risks leaving the function isolated further as sustainable business models rebuild around connectivity, adaptability and speed of organisational learning. Jason Yip provides helpful direction for L&D leaders seeking to reform the intent and impact of their work: “Strategy is a resolution of "What do we want?", "What do we have?", and "What is happening in the environment?"  “Strategy is diagnosis, guiding policy and coherent action” L&D leaders can consider their Strategy in this way. As an example: New L&D ‘Diagnosis’ - How our business uniquely creates value for customers What is changing in our market / customer context that will change the way the business creates value looking ahead Capabilities that

"Change is made by individuals who have stopped seeking deniability." Seth Godin The old-world vulnerabilities in organisations have become clearer as a result of the COVID-19 pandemic crisis. Years of self-serving leadership, poor management, silo'ed thinking, short term-ism and incoherent investment in people have contributed to undifferentiated businesses and brands which lack the capability to inspire and adapt.  And so, the new leadership opportunity for an L&D function is to actively disrupt the status quo : Disrupt the current organisational 'collective mindset': If the collective mindset of the business is still based around control - with consistency, familiarity and standardisation as the overriding goals - this is now (in fact) a threat to the future of the organisation...  T he new focus of the L&D function should be to help define, enable and accelerate an alternative perspective - with empathy and adaptability as the new shared goals. Disrup