Strategy Driven

AUGUST 5, 2016

At whatever level one enters the ladder, he-she is trained, measured for performance and fits into the organization’s overall Big Picture. One rarely advances more than one rung on the ladder during the course of service to the organization in question: Resource. Skills and Tasks. Executives possess good people skills.

Leadership 50

Leadership Benchmarking Learning-by-Doing Ethics 50

Harvard Business Review

JANUARY 27, 2016

The better the technology at your company, and the greater the learning opportunity, the better your chances of bringing technical employees on board, and of keeping them. One such non-monetary feature could be the technology used by their current employer. How technology is changing the way we work. Insight Center.

Technology 8

Technology Learning-by-Doing Innovation Document 8

The Horizons Tracker

MAY 23, 2019

It’s created a world in which the speed of learning is a competitive advantage, both for individuals and organizations. Of course, learning organizations are not necessarily a new thing, but their nature has changed. Learning fast and slow. Netflix, for instance, shifted from DVD rental to streaming.

Competitive Advantage 51

Competitive Advantage Kaizen Technology Learning-by-Doing 51

Harvard Business Review

MAY 11, 2018

You might espouse being a learning organization that develops people, but then not give people the time to actually take classes or learn on the job (system-behaviors gap). Spend the time identifying the behaviors and skills that express each of your organizational values. What technical and leadership skills are needed?

Teamwork 15

Teamwork Consensus Attrition System 15

Harvard Business Review

NOVEMBER 14, 2017

As topics like automation, artificial intelligence, and skills retraining dominate conversations about the future of work , some predict catastrophic job loss and a dystopian future where legions of unskilled workers languish unemployable in the margins. Keystone France/Getty Images. And that’s where we are falling short.

Training 8

Training Management Survey Career 8

Harvard Business Review

NOVEMBER 23, 2015

Technology is making some of that effort easier. The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations.

Learning-by-Doing 8

Learning-by-Doing Tools Team Efficiency 8

Harvard Business Review

AUGUST 10, 2015

But today, tighter budgets, flatter organizations, a heavy workload, and too many direct reports often leave managers without the time — and sometimes without the skills — to shoulder the responsibility of being coach and mentor. This erosion in the role of the manager has not gone unnoticed.

Management 8

Management Mentor Content Training 8

Harvard Business Review

SEPTEMBER 7, 2012

In the corporate world, formal mentoring programs make sure newer employees are learning all they need to be successful. But, just as importantly, these programs enable mentoring managers to sharpen their skills and become better leaders by interacting with their more junior colleagues.

Mentor 9

Mentor Diversity Career Maturity 9

Harvard Business Review

MAY 28, 2015

” Human capital champions in higher education and industry typically prize knowledge over skills. Crassly put, leaders and managers get knowledge and education while training and skills go to those who do the work. ” Should training overwhelmingly focus on skills enhancement? The SEALS can’t afford it.

Training 8

Training Education Incentives Leadership 8

Harvard Business Review

OCTOBER 16, 2015

Leaders that stay on top of society’s changes do so by being receptive and able to learn. In a time where the half-life of any skill is about five years , leaders bear a responsibility to renew their perspective in order to secure the relevance of their organizations.

Drucker 8

Drucker Learning-by-Doing Competitive Advantage Human Capital 8