New technologies are about to disrupt the corporate learning space. This should not be an excuse to concentrate only on delivery or experience. What needs to be reexamined first is the very purpose of learning in our next gen organizations. Only then can learning officers leverage the power and the diversity of technology - and not only learning technology.
I argued in a recent article that the Chief People Officer needed to own the organization’s automation strategy. The idea was to contribute to the company’s growth capacity while compensating for the inevitable cost cutting that the first wave of IPA will bring about. However, he should not walk alone: to succeed in this endeavour, he should also leverage Talent and L&D strategies to favour innovation.
Corporate Investment in L&D has been growing at double digits for five years and seems poised to continue. However, the results of these investments are strongly challenged.
To increase its impact, L&D must reinvest in its own talent.