"The key to job enrichment is nurture of a client relationship rather than a functional or hierarchichal relationship." Krederick Herzberg New  differentiating capabilities for resilient, sustainable businesses today: Developing and nurturing leadership and employee mindsets that can adapt and thrive in uncertainty Creating social structures that enable and reward continual learning Identifying and investing in new ways to approach customer opportunities and challenges Balancing focus on existing processes with space and time to look further ahead Creating psychological safety Creating the expectations and conditions that enable people to learn and reflect from their daily work together. New valuable capabilities for resilient, sustainable businesses today: Openness to ambiguity and uncertainty Adaptability Better connections More diverse teams and networks Trust in decision makers who are closest to the 'real' customer Enrolment of engaged, purposeful workers and

"We must distinguish between real change and fictitious change. The change which comes from without, from externally imposed training and discipline, is fictitious." J.G.Bennett In the industrial work culture the 'L&D bit' was the last piece of a project. The final step, to wrap up everything that had been agreed, to summarise 'how things were now going to be', and to simply 'train it in'. This was the 'delivery' piece that got discussed when the 'important people' had already left the room. But in today's world of work, value creation, connections and dependencies everything is now interwoven . This is a problem because most L&D teams still think, and operate, and 'measure success' separately and differently from the rest of the organisation. In reality it's now hard to hitch the conversation on 'corporate learning' in one straight line because everything leads to something else: Brand, business model