According to Ted Schadler and John C. McCarthy at Forrester, “By 2016, smartphones and tablets will put power in the pockets of a billion global consumers. Mobile is not simply another device for IT to support with a shrunken website or a screen-scraped SAP application. Rather, mobile is the manifestation of a much broader shift to new systems of engagement.” Engagement is about people. Read More
That was the theme of the spring series of the CLO Breakfast Club offered by Chief Learning Officer magazine. I had the pleasure of being a panelist at each session along with colleagues from the University of Phoenix and Xerox. The panels were moderated by CLOs from JP Morgan Chase, TD Bank, United Airlines, and Sun Trust Bank. The discussions were lively and diverse, but always came back to the questions of success for the CLO and, therefore, for the organization as a whole. What was satisfying was hearing the unanimous sentiment that no CLO or Learning & Development team can be successful without the organization being successful. Focus was on impact. Read More
Last month was the one-year anniversary of RWD Technologies’ official acquisition by GP Strategies. I had been a loyal RWD employee for over 15 years, and when the announcement was made, my initial feelings were a mix of excitement and trepidation. I grew up as a military brat, so dealing with the unexpected was second nature and flexibility was my middle name. In my business development role, I was looking forward to all of the possibilities that being part of a larger organization would afford me in building more comprehensive learning and performance-focused solutions for our clients. What I did not realize, in my immediate euphoria, was that many of my everyday tools, processes, contacts, benefits, etc. would be changing. Read More
Teams are alive and well; but the face of teams is shifting in many significant ways.
These shifts make team leadership and team basics more important than ever. Read More
Call it the “elephant in the rowboat” or the “moose on the table”; when leaders turn to sustainment, one of the first questions is often the most difficult: “Who in the organization will own sustainment?” It’s a difficult question because many ERP projects are initiated with IT funding and leadership, but after go-live, the processes and systems live—or die—in business units. Yet, many organizations continue to struggle with this transition. Successful leaders recognize the need to manage these tensions after go-live, and use the opportunity to improve IT-Business relationships, often at a fundamental level. In this article, we explore the roots of the ownership challenge, present principles for effectively managing the challenge, and describe case examples of “Centers of Excellence” that address the challenge. We address overall sustainment with a special focus on learning.
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