Learning & Talent Development

Developing the new skills, talents and “Digital IQ” needed to thrive in an agile, adaptive organisation is a challenge for many organisations, whose competency and skill frameworks have only changed slowly up to now.

What does an agile talent and learning strategy look like in a modern organisation?

How can we stay up to date with new domains of knowledge emerging all the time? How can we give people more ownership of the development path and encourage self-managed learning in the flow of work? How do we develop more hybrid skillsets that cross existing areas of specialisation?

There are many challenges to conventional learning and development approaches, but at the same time this area has never been more important for ensuring the future success of established organisations.

Agile talent strategies start by mapping what already exists, and then identifying gaps based on where the organisation is headed. Then we can start to customise learning journeys and programmes to develop the skills we need.

We need to set the bar higher for basic digital literacy in the workplace, but that also means we need to provide better opportunities to self-manage learning and also learn together with others in groups and communities.

We also need to do the same at the leadership level, where people find themselves managing organisations that are very different to the one they grew up in.

 

Agile Talent Strategy

How can talent mapping and hot spot identification help run an agile, responsive talent strategy?

Learning Support

How can day-to-day workplace learning become more contextual, community-based and self-managed?

Developing Digital Leaders

How can we develop the digital leaders of tomorrow and help existing leaders learn how to use their skills in new ways?

Why Your Organisation Needs a Coaching Culture

Why Your Organisation Needs a Coaching Culture

This week, Caroline Boyd makes the case for building a coaching culture inside your organisation. Coaching is traditionally made accessible for select, top executives in an organisation. But the aims of coaching - facilitating learning, providing opportunities for...

Digital Age Leaders Need Digital Age Development

Digital Age Leaders Need Digital Age Development

Until relatively recently, what it takes to lead an organisation, and how to become a leader had barely changed over the course of the 20th century. An employee wishing to climb the hierarchy simply had to gather enough experience and expertise in their job and they...

Turning Noise into Knowledge

Turning Noise into Knowledge

The meteoric rise of Slack over the past few years has re-energised the digital workplace field, and now with Microsoft Teams starting to become widely adopted in more traditional enterprises, new opportunities are opening up around this class of tools. Most...

Creating a culture of continuous learning

Creating a culture of continuous learning

The rapid pace of change in recent years has meant continuous learning has become an imperative for all organisations. But as technologies that did not exist five years ago become commonplace, companies are struggling to keep up. Peter Senge introduced us to the...

Getting started as a digital guide

Getting started as a digital guide

There is no role more central to organisational transformation than Change Agent or Digital Guide. There are roles that may be more strategic, but the change agent is woven into the fabric of transformation, they are the ones in the trenches, helping the organisation...

Give me your huddled data masses

Give me your huddled data masses

For a large organisation to be agile, frontline employees – and not just executives – need to make higher-order decisions. This requires an open, self-serve data architecture, and a workforce with the right data skills to make the most of it. Our own data from our...