Notes on 'radical' corporate learning and development

"I think a major act of leadership right now, call it a radical act, is to create the places and processes where people can learn together using our experiences.'

Margaret J Wheatley

Lack of acknowledgement of systems and systems change by L&D leaders is increasingly indefensible

The level of deliberate 'transformation' / transition in the corporate L&D function should be equal to or greater than the level of change / transition across the organisation as a whole

The L&D function needs an 'appetite statement' that confirms the new level of ambition and expectation

"People don't have time to learn" is a systemic red flag (as "learning" still only means "training") 

The training paradigm persists as it's in the interests of L&D leaders and senior managers to collude to maintain it 

Generic content libraries can't (possibly) change performance

Interaction rich highly contextual approaches can enable performance change

Choice: move on from a 'learning programmes and products' led (non) strategy towards actively choosing to influence the way every employee connects, reflects and contributes more fully.