"If you do not change direction, you may end up where you are heading." Lao Tzu ' As a Learning and Development function are we seeking to align, to enable or to disrupt? ' Can be a helpful way to frame your goals . For examples: The L&D function aligns organisational learning to organisational development and culture The L&D function aligns our organisational learning strategy to brand and business goals The L&D function aligns goals, strategy and tactics to the capabilities needed to develop a more adaptable and differentiated organisation The L&D function enables the expectation of and conditions for learning from, through and at work The L&D function enables a more connected, empathetic and psychologically safe work environment The L&D function enables every employee to connect with the people, experiences and opportunities to grow their confidence, connection and contribution The L&D function is deliberately disrupting the curre

"Change the way the work works, and people's behaviours change for free." John Seddon The 'Big Leaps' for corporate Learning and Development teams: Opportunity focused road map (vs. 'solution' focused) Grounded in building new organisational resilience / adaptability / differentiation 'Work systems change' focused Shift from 'design and delivery' stance to enablement and agency stance L&D team can link day-to-day work with short / medium / long term corporate bets Ability to facilitate concurrent, context dependent, learning operating models across the organisation Prioritises new, emerging, differentiating capabilities Optimises (including automating) 'table stakes' capabilities to free up time (see above) L&D leaders shift focus to servant leadership - facilitators, coaches, catalysts Value oriented team structure vs. structuring around delivery channels and administration Goals, missions, capabilities and services over d

"Strategy isn't about the objective you hope to achieve, it's about the risk you're willing to take. Otherwise it's just daydreaming." Shann Biglione We could choose to elevate the work in corporate Learning & Development beyond that of the " education delivery function ". New ambitions could include: Helping develop a more adaptable business with the capabilities to solve new, complex challenges Helping develop a more resilient, sustainable business from social structures that enable continual learning Enabling people to become more active contributors to the future of their organisation Enabling leaders and employees to take more personal responsibility for their work and their careers Active contributors to a 'future of work' where their organisation thrives through human skills, connections and enrolment Leading and accelerating the most powerful competitive advantage... Why not? Dynamic organisational learning strategy for mid size