Blog

Part IV: The Learning Organisation- Maturity Models and Development Enablers

We have seen in the previous blog posts the prerequisites that an organisation needs to become an effective learning organisation, and the range of learning strategies such an organisation needs to select from, implement and experiment with.

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Interactive Induction Learning path

Induction eLearning courses will help your new starters hit the ground running with our Interactive Induction learning path.

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Part III: Prerequisites, Characteristics and Strategies of the Learning Organisation.

How does an organisation go about constructing and shaping itself into a learning organisation? It is clear that a fundamental prerequisite involves the head of the organisation, that is to say the steering component, both looking inwards (culture and mission etc) and looking outwards (observation and knowledge gathering). Most experts agree that commitment, direction and reinforcement must come from the leadership of the organisation.

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Part II: What are the Constraints and Incentives for a Learning Organisation?

Constraints (perceived or otherwise) on the desire or effort to shape an organisation into a learning organisation are not limited to the more regulated public or charity sectors. Some organisations have not developed the culture and practices to be learning organisations simply because they have found market success without having to do so.

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Part I: What Makes a Learning Organisation – in practice? Organisational Bildung – a conceptual framework

What is exactly is a “learning organisation”? How do organisations go about creating and embedding the strategic and operational enablers to become a learning organisation? This is our first instalment of a series of blog posts exploring our theme the Learning Organisation in Practice.

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The learning path to face for the challenges of the future

We do not know precisely what will happen in the future, history is full of events that no one had predicted and predictions that never came to pass. However, there is a constant that all reports, international trends and leaders point to: change will be a constant.

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The Digital Mindset:
A Revolution in Thinking?

For several years now, the meaning and implications of the digital mindset are have been the source of interesting ideas and discussions. The aim of this piece is to suggest a different and innovative meaning, starting with the separate analysis of the two terms: Mindset and Digital.

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The soft skillset for the 21st century has landed

Academics call them “transversal competencies”, L&D professionals prefer the term “21st Century skills”.
Whatever label you give them, the soft skills that underpin our next successful business ventures will be dramatically different from the skills we’re most familiar with today.

Inspired by latest insights from learning leaders at The World Economic Forum, UNESCO and the OECD, our synoptic White Paper uncovers the seven transversal competencies considered critical by transnational organisations and early adopters in the 21st Century workplace.

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