"We are moving from a world of problems, which demand speed, analysis, and elimination of uncertainty to solve, to a world of dilemmas, which demand patience, sense-making and an engagement of uncertainty." Denise Caron What are the trade offs from the way your organisation approaches building capability and learning?  (Are you even aware you're making trade offs?) Are the trade offs clear, deliberate and explicit for all those involved and affected? (" Everyone understands the implications from our chosen approach and we recognise the pros and cons ") For examples: Are you choosing to centralise ownership, leadership and responsibility for 'learning' across the business into one team ('L&D')?  ( over setting and acting a new expectation of learning as 'the work' for everyone in the organisation? ) Are you still banking on developing more compliant, standardised workers?  ( over   prioritising creating agency and autonomy? ) Are you

"Short term thinking repeated again and again doesn't lead to long term thinking." Seth Godin Two time saving memos for busy CEOs: What the annual learning and development budget $ can buy: 1. Software - to digitise, optimise, scale and track 'learning content' distribution 2. Third part contractors - to deliver one off 'learning events' or a series of 'learning events' 3. Subscription service packages - That enable automated access to externally sourced 'learning resources' 4. Tools to enable cheaper in-house creation of centralised and / or standardised 'learning programmes' 5. Industry awards What the annual learning and development budget $  can't buy: 1. A new ambition - for the role and priority for learning within your organisation 2. A new leadership team commitment to learning  - over control - as the basis of continually developing your organisation to meet new challenges 3. Ownership and accountability from your lead