"Pushing fancy new stuff onto your organisation will not change the outcomes if that is not emerging from your system itself, through the ripening of a different worldview." Stelio Verzera The perennial topic  of "The future of corporate Learning and Development" is always everywhere. This ' Shirky Principle ' fuels and sustains the status quo and the players that continue to benefit from it. I'd argue that the discussion is in fact five very   different conversations happening in parallel, but unequally distributed. They are - in current descending order of noise, ambition and opportunity: 1. 'MAKE THE TRAINING BETTER'. The status quo. The economic model. Dependent on maintaining the belief that educating individual workers changes the system through which complex, interconnected organisations perform. This narrative is carefully preserved by (mostly) commercial vendors who have filled the strategy vacuum. New technologies, new (and old) instruc

"In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists." Eric Hoffer Some alternative questions to pose when defining goals for organisational learning. (NB. goals are not tactics, tools, technologies, operations, administration or marketing). What matters most to the organisation and why? What matters most to the 'L&D' team and why? What differentiates the organisation? What differentiates the approach to enabling learning? How are the L&D team enabling change ? How do you define 'learning'? Who benefits most from this definition? How can the organisation learn faster? What are the barriers to learning faster? What does the organisation need to 'unlearn' and why? What would happen if the L&D team did nothing new?... Dynamic organisational development strategy for mid sized companies www.jocelynconsultingltd.co.uk