"The only people I've ever met in my 40+ years in L&D who seem to have an insatiable appetite for more and more L&D, are clients who mistakenly believe that more content will address their performance problems." Guy W. Wallace  1. Re-balance investments more evenly between 'individual worker', 'teams', and 'the overall organisation' 2. Consider the nature of the work for which you are seeking to accelerate / support learning for; is it 'routine' work? 'complex' work? 'innovation' work? (the tactics employed will need to be different)  3. Re-balance investments more evenly between 'productive' learning - to support existing processes, usually focused on ensuring compliance and / or incremental improvements and  'generative' learning - to support discovery on next opportunities - focused on facilitating new ideas, connections, and possibilities 4. Re-balance investments based on whether the intent

"No amount of rhetoric, training or tools is going to make a significant difference if power isn't redistributed. This means making leaders meaningfully accountable to the led, and giving everyone the opportunity to not only speak their mind without risking their career, but also the agency to make change happen." Michele Zanini In control oriented, low EQ, 'delivery' focused work environments no one wants to look incompetent, negative, or ignorant. This inevitably promotes fear based responses from employees: Don't ask questions Don't offer new ideas Don't admit mistakes Don't question the status quo. Which is why it's easier for all involved to conflate ' learning culture ' with providing and consuming training - rather than the real work of changing the system.  

"The thing upper management wants most often is to speed 'delivery'. What they don't realise is that delivery speed is a systems issues. To speed delivery, you need to fix the entire system. They are part of that system, however, and are usually unwilling to be "fixed"." Allan Holub Industrial leaders remain fixated on the (lazy) premise that the way to build more valuable / valued / differentiated / sustainable / future-proofed organisations is to 'fix' individual workers.  This default traps L&D teams in low impact work: order taking, content design, events management, and (inevitably) self justifying 'client satisfaction' tracking schemes.  This creates a common challenge: L&D struggle to achieve meaningful impact on the performance of the organisation because they are tasked with doing low-impact work.  The common solution to this challenge is to find ways for L&D to do more of their low-impact work, faster through tec

"The older and stale a company, the more legalistic it gets and the more "rules" or processes become the gods of the company. The managers that stick around like policing these rules and then if you try to be creative you quickly get educated about how things are done." Paul Millerd Most corporate L&D is performative theatre. Events management. Investing huge budgets in trying to improve the performance of individuals without a focus on systems change is just a cargo cult. How can leaders find the ambition to move the approach to enabling learning from transactional, control focused, and projectised? The status quo persists because execs, L&D leaders, and vendors all have too much to lose. Here's to new and better.