Upping your game: From functional experts to business advisers

Learning Measurement Part 1

Posted by Erin Clark , David Fineman, Praveen Kaushik, and Mariana Aguilar on August 6, 2018.

For many businesses, our behaviors as consumers—our clicks, our scans, our searches—drive decisions about how, where, and when to place certain information in front of us. And that placement, determined by our own behaviors, can result in higher sales and greater revenue per advertising dollar for many of those businesses. Data and the analytics horsepower that yield these kind of insights are quickly becoming table stakes for the way most organizations interact with and engage with customers. A business strategy without a data strategy is often an indicator of a company’s naiveté,1 and many are becoming data-driven businesses. Why, then, do learning leaders often continue to struggle with the age-old battle of evaluating the value of learning to the business? Why do they continue to find it so difficult to justify increased investment? The answer: They are thinking about the problem all wrong.

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The future of work means anything is possible

But first, learning needs to be undone, reimagined, and recast into the flow of work

Posted by Amy A. Titus, Josh Haims, Terry Patterson, and Joanne Kim on May 2, 2018.

As the future of work unfolds, adaptable learning organizations will likely stay ahead of their competition, attract the best and the brightest prospects, and manage market movements with their customer base with more agility. Learning leaders are well positioned to lead the charge to develop an adept workforce that can not only respond to rapid shifts in markets, but also thrive in them as well.
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