What do L&D leaders have to lose?

"A sustainable, self-regulating work system is a direct threat to those who making a living off of regulating work systems."

John Cutler

The role, focus and measurement of workplace learning still remains stuck in the industrial age. A generation of early adopters advocating a shift from content creation to enabling learning through work and networks remain marginalised by the status quo. 

The convenient collusion between corporate leaders still obsessed with control and plans, L&D teams entrenched in education and tools, and a proliferating, enabling vendor community has created an impasse. So, in most organisations L&D leaders still go unchallenged and continue to prioritise and reinforce:

Content creation as 'the Learning Strategy'

Self-reinforcing vanity metrics; (clicks, visits, course attendance)

Bending the definition of 'employee performance' towards 'being compliant'

A reductive focus on tactics over context, operating environment, and business goals

Self-serving L&D team structures built around project management, instructional design, and broadcast 'marketing'.