Home March / April 2014
March / April 2014View Digital Edition
What happens to seemingly intelligent people when it comes to writing e-mails or engaging in any kind of electronic communications? They say and do things they would tell their employees, colleagues, friends, and loved ones never to do. And they get caught. And the consequences can be (and have been) devastating.
Traditional learning and development often relies upon transfer of learning measures, and leaders in L&D constantly are extrapolating all available metrics to determine levels of business impact or ROI.
If you are reading this in North America, chances are you’ve been buffeted by some unusually forceful weather in recent weeks and months. Flooding rains, raging blizzards, gusting winds, and frigid temperatures—extreme weather seems to have become the norm this winter.
I'm an optimist by nature. I might worry, but deep inside I expect things to work out. If not immediately, then a little later. But if anything were to change my nature, it might be the sorry progress of e-learning. It seems we are increasingly tolerant of making poor use of the learner's time and potential.
Technologies such as the printing press and the steam engine were catalysts in creating step changes in the societal, political, and economic landscapes of their respective eras. Today, we find ourselves in the midst of a particularly prolonged period of instability as worldwide adoption of disruptive innovations such as the Web browser, social media, and the smart phone have converged to create a global digital nervous system that is profoundly redefining how we connect, communicate, coordinate, collaborate, and take collective action.
I was having brunch recently with the former VP of sales for one of the world’s most prestigious and elegant hotels, which is based in Singapore. As we got to talking, he mentioned that he was asked to be the VP of sales for a brand new hotel that was considered one of the top hotels in the world. I mentioned that one of the areas I work in is the training and development of expatriates for international assignments. His reaction was one I have heard more than 50 times: “I wish I had known you before I went to Asia.”
A country famous for its islands, forests, and fjords, Norway never ceases to amaze the world, especially during the Winter Olympics. Her graceful athletes usually win countless gold medals based on their great skill and connection to the land. This country has a population of approximately 5 million and is blessed with natural resources. Your organization will benefit greatly by doing business in this Scandinavian paradise. Building your training capacity here can benefit your company in myriad ways.
Almost all Learning and Development professionals have experienced the demand, “we need the training delivered yesterday!” This has led to the development of a range of rapid prototyping design and development methodologies—techniques that require a strong needs analysis in order to be successful. As Peter Drucker wryly noted, “There is nothing quite so useless as doing with great efficiency something that should not be done at all.”
Today’s business landscape requires that companies foster the development of new ideas, tap into critical employee thinking and knowledge, and enable the synergy of teams to revolutionize their existing business in order to establish an effective roadmap for a strategic employee lifecycle.
For companies smart enough—and lucky enough—to sustain a strong brand, that brand is a gold mine. For a great brand, customers will drive the extra mile, pay the extra dollar, and refuse to consider lower-priced “me too” offers from competitors.