"The only thing more difficult than starting something new in an organisation is stopping something old." Russell Ackoff What the organisation needs to agree - before you can reinvent the L&D function: 1. What's our market context? Is this changing? If so - why? 2. As a business how are we specifically going to differentiate? 3. Is our business model based on increasing optimisation and efficiency? 4. How much of the value we create for customers comes from known, established work and process? Will this change as we look forward? 5. Is our future success dependant on enabling people to execute standardised, repeatable processes? 6. What are the features of 'future readiness' for this business? (e.g. beliefs, mindset, capabilities, culture(s))  7. How much time and resources will we need to invest in identifying new opportunities and new possibilities? 8. How fast is our expectation and definition of a "high performer" changing? 9. Where do we n

"After spending decades optimising operating models and digitising their business models, companies must now focus on humanising their management models" Gary Hamel The work of corporate L&D has (almost) exclusively focused on reinforcing and maintaining the status quo. The function has an opportunity to rethink its role and priorities and to create value in new ways - if it is to remain relevant in the digital era: From following and implementing - to leading and role modeling From spotting problems and creating ‘solutions’ - to enabling all parts to work together creatively From a focus on ‘Management measurement’ - to a focus on improving quality of interaction From directive and centralised - to facilitating good people to lead collaboratively From a focus on process compliance and repeatability - to a drive for insight and reflection From serving organisational status and hierarchy - to enabling interdependent networks From maximising only current success measur