"Be careful of asking the passengers and crew of the Titanic about the risk of the Titanic. They're on the ship, that tells you everything you need to know. If you paid for it or you're making a living from it, you're probably not going to have an objective risk view." Paul Portesi Most organisations still have lots of infrastructure around symptom identification and cost management but very little around enabling and accelerating continual learning. Set repertoires and processes. Approved tools and 'solutions'. 'Content' and 'resources'. All focused on 'fixing' individual workers. The 'L&D' function is typically positioned as an active contributor to these accepted 'social norms' and the resulting work cultures they inevitably develop.  But could this focus shift? - from identifying problems, creating 'solutions', and 'proof measurement' towards: Enabling the evolution of the organisation and the

"You can't get long term outcomes with short term people."  Shane Parrish We can all now see that business models are evolving faster than ever. This means that new capabilities are valuable and differentiating for organisations. Cultures in successful, resilient, and sustainable businesses are now differentiated by: Their 'social structures' - the level of alignment, connections, dialogue and psychological safety  Their 'organisational learning DNA' - the level of commitment to work as continual learning Which enable them to deal with new complexity, new demands and new dilemmas effectively. New characteristics are increasingly critical for a business to create new value for its customers: Clarity on the specific customer challenges and opportunities it seeks to uniquely solve Customer 'closeness', context and empathy Embracing uncertainty and ambiguity  Adopting continual learning as a strategy. These fundamental shifts away from the old indu