"To navigate change companies need fear free cultures of diverse people and mindsets led by leaders who continuously learn, incentivise and train for change and worship no scared cows." Rishad Tobaccowala  What if we imagine a new focus for the contribution of corporate 'L&D'?  To enable what is difficult, valuable and differentiating for our organisation today. What might this collaborative work look like in practice ?  Prioritising support for the pockets of individuals, managers and teams where learning from and through work is already actively encouraged Working with managers and team members to understand and agree on the work that needs to be improved and why Working across teams to identify and define the gaps in 'performance' that need to be closed and why    Coaching and role modelling that inspires people to take responsibility for their own continuous, self-managed inquiry and learning Facilitating new opportunities to bring individuals

"It is not an intelligent strategy to train people to overcome system deficiencies. Instead, we should design the system properly to make sure that performers can leverage all their capabilities." Klaus Wittkuhn Performance of individuals only ever reflects the system within which they are working. Seven system interventions that can positively impact performance - in descending order of effectiveness: 1. We are open - and excited - to reinvent our approach towards something fundamentally different and better. 2. We recognise fundamental change is only enabled from a change in management mindset - out of which the system arises. 3. We acknowledge that the system is determined by our goals. Being deliberate in our goals - and trade offs - enables the most appropriate system to emerge. 4. We are open to enabling and accelerating the agency and autonomy of individuals to continually evolve and optimise the system. 5. We recognise our incentives , consequences and constrain

"When we see work as control, competition and extraction, there is an increasingly sharp conflict with work as a path of realising purpose and potential." Simon Terry What we could choose to mean by developing as a ' digital organisation ': Decisions are increasingly based on informed choices enabled by psychological safety and diversity, rather than 'policy compliance' Active relationships, rather than the ability to 'accept instructions' is the new basis of growth and development More and more work is carried out within a framework of purposefulness and self-direction, rather than directed 'from above' The focus is deliberately shifting from 'tasks and roles' to relationships and interactions People are increasingly responsible for their own actions, rather than seeing someone else, somewhere else as responsible Work is progressively based on curiosity and exploration with others, inside and outside of the organisation  Connected ne