Through our work and discussion with well over a hundred Chief Learning Officers (CLOs), we’ve observed their increasing interest in understanding the many moving forces that are impacting the marketplace and workplace on a global level. There’s a sense that CLOs, like the world around them, are in motion. We examine five forces below that are contributing to this concept of moving forces.
Reconciling global and local
We’re seeing a new urgency around a conversation that’s been ongoing for several years — the topic is how to organize and scale learning operations to support the global enterprise; the urgency is around knowing what actually works. How are companies achieving consistency across the enterprise but still allowing flexibility for certain regions, businesses, or disciplines? It’s a far more strategic conversation today about the complex process of building and sustaining a workable, agile learning operation.
Thriving in a VUCA world
Capitalizing on technology investments and innovations
On a broader technology scale is the potential to use analytics to harness workforce and learning data to make better decisions about where and how to deploy learning resources. This is closely tied to overall workforce planning, asking, “What are the critical skills our people need in general, and how will the organization manage the leadership pipeline and succession in particular?”
Reaching the generations
Designing the customer experience
At the same time CLOs are working to understand their organizations’ learning needs, they are also working to develop their own skills, challenging themselves to become stronger leaders. In our next post, we’ll discuss the “Four Faces of the CLO” — a model that encourages CLOs to analyze their development areas, understand sources of resistance, and discover how to improve their personal performance.
In the meantime, is your learning organization having these same discussions? Which of the points we’ve mentioned are top of mind in your organization? Please weigh in on the quick poll below and/or add a comment. Looking forward to hearing from you.
|Amy A. Titus is a director in Human Capital within the Talent, Performance and Rewards group of Deloitte Consulting LLP. She is responsible for bringing talent, learning, organization improvement, and change solutions to her clients.|
|Josh Haims is a principal in the Human Capital practice of Deloitte Consulting LLP, with more than 14 years of human capital consulting experience. He currently leads Deloitte’s learning and development practice and is the co-lead of the global learning services team.|