"L&D will need to change its business model and operating models if it's to exploit AI. And change its mindset too - from 'learning' (input) to 'performance' (output). That will be a stretch as most are tied into content development factories and I fear they'll just use Gen AI to produce more content faster and miss the real opportunity." Charles Jennings AI is the latest lucrative, pied piper saviour helping to distract corporate L&D from its strategy vacuum. L&D's pathological (and comfortable) obsession with 'content creation' will inevitably steer any relationship with AI tools in the same way it has with every other new technology. The real opportunity for AI tools is to help devolve responsibility for solving real business problems FURTHER AWAY from centralised curriculum and courses. (And there won't be many in L&D promoting that leap).

"Applying curiosity is not possible in a reactive state." Nathalie Martinek PhD The 'philosophical' definition of 'learning' is very rarely discussed inside bureaucracies as the risks are too high. When leaders challenge themselves and reflect on new possibilities, status, power, comfort, routine and control can be threatened. The characteristics of 'learning' -  beyond directive, centralised, reactive, corporate adult education, might include: A supportive, developmental environment: Curiosity and the safety to question Access to new ideas Ability to experiment   Connectivity across teams Questions and Reflection as the basis of progress This leap - enabled by taking responsibility for building a system within which learning is the work is difficult work for leaders.  It's just easier to keep 'learning' as a separate, process oriented, compliance orientated 'Programme'.

"Projects are often not selected due to merit but by: Squeaky wheel advocacy Political influence Savvy system gaming Financial considerations in a vacuum  Some combination of the above in lieu of discussion of benefit or linkage to strategy." Rick Morris This quote feels very relevant to the way 'capability projects' are initiated in corporate businesses.  Vested interests between leaders and HR teams who have little incentive to analyse their systems, inevitably create copy-cat lists of performative busy work.  The standard approach to prioritisation optimises for the path of least resistance. Most planning processes are informed by: What we always do What the leader(s) told us to do What we think 'our people' need 'How the planning process works' Things that will get approved What we didn't finish last year What everyone else is doing What the external research said we should do Where the money runs out How we're structured What we are curre

"Manufactured urgency is one way entrenched power defends against systemic change. If everyone is rushing around, they lack the capacity to reflect, analyse, and organise." Erika Hall Corporate learning and development inevitably remains in sync with the industrial management complex it serves. Churning out low quality noise. Expectations of 'performance' are kept deliberately vague and at arms length. In practice, 'performance' still means: Reacting Responding Assimilating Being busy Agreeing.