Learning undone: Enabling the “career constellation”

Posted by Terry Patterson, Ina Gantcheva, and Erin Clark on May 23, 2018.

Our paradigm of what a career looks like is rapidly evolving in this, the “age of accelerations”1 The learning organization has an opportunity to take the lead in enabling organizations to evolve in kind. Learning—both as a functional department and as an embedded element of organizational culture—should configure to enable the challenging, meaningful growth experiences and career mobility people seek while also building, sustaining and evolving the capabilities needed to deliver for the business.

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How telecom icon AT&T’s talent reskilling enables future relevance

How telecom icon AT&T’s talent reskilling enables future relevance
Posted on September 27, 2016.

The talent crisis and some of the ways organizations are dealing with it has been a topic of conversation on HR Times since we started. We’ve discussed it from a manufacturing perspective (and in particular, the chemical industry), an HR perspective, a finance industry perspective, and a broad national perspective. Now in a new Harvard Business Review article, John Donovan, AT&T’s chief strategy officer and group president, and our own Deloitte Consulting LLP principal, Cathy Benko, take a company-specific perspective, explaining how one of the largest and most iconic companies in the world (No. 10 on the Fortune 500) is addressing the talent challenge.

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Scaling the Lattice or Clinging to the Ladder?

Posted by Andrew Liakopoulos on August 25, 2011

Few of us work the same way now as we did (or our parents did) over 20 years ago. Workplaces are moving away from the corporate ladder, with its top-down hierarchy, vertical career path and career versus life dilemma and toward a flatter, more collaborative, Corporate Lattice structure that offers more options for getting work done and defining a career. (See From ladder to lattice: The shift is on.)

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