L&D can sometimes fail to make sense to even the most seasoned L&D leader but what about our colleagues in other departments? What do they make of our products and approaches? What do they make of our inability to equate our spend and effort to ROI? Well Ajay Pangarkar can tell us. His frustrations with L&D had him lean in from his Accounting background and tell us. But not just by heckling. But by giving us advice. In this episode, Ajay will tell us how we’re perceived and what we can do to better measure the impact of what we do.

KEY TAKEAWAYS

• Using business terminology, you are not 100% familiar with undermines your credibility.

• Knowledge is now genuinely driving businesses, so L&D is seen as far more important.

• Focus on the end result.

• Use the Kaizen approach – keep asking why.

• Become a listener, get into people´s heads and skill them up in a non-intrusive way.

• Data analytics is essential to L&D.

• Work with your financial team to deliver your business case.

BEST MOMENTS

“With all respect and love for Learning and Development, they  are the nerds in the schoolyard trying to fit in with the cool kids.”

“Nobody in the organization cares about learning. They care about the doing.”

“We are in the golden age of L&D.”

“I always say they cut their budget because you didn't deliver value.”

Ajay Pangarkar Bio

Ajay is the author of four books, with the most recent titled, “Learning Metrics: How to Measure the Impact of Organizational Learning" (Kogan Page). He’s an award-winning author receiving multiple prestigious TrainingIndustry Readership and Editors’ Award, eLearning Magazine’s Learning Champion, and the World Training Development Congress named Ajay their “Distinguished Trainer”. He is a broadcast media commentator addressing workplace performance issues and contributor to leading international publications.

Ajay is also a Fellow of the Chartered Professional Accountants (FCPA, FCMA), Certified Training and Development Professional (CTDP), and a world-renowned workplace performance authority on integrating employee performance strategies within operational environments. 

On top of all this, he is a professor at the Sprott School of Business (Carleton University) and Smith School of Business (Queens University) as well as being actively involved with workplace learning working closely with LinkedIn Learning.

You can follow and connect with Ajay via:

Twitter: @bizlearningdude

LinkedIn: https://www.linkedin.com/in/ajaypangarkar/

Book: https://www.koganpage.com/hr-learning-development/learning-metrics-9781398615366

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/

• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 

• L&D Collective: https://360learning.com/the-l-and-d-collective/

• Blog: https://360learning.com/blog/

• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

When we have an opportunity to understand L&D and Leadership trends from global L&D experts we should take them, right? On the eve of DevLearn, David Kelly (Chairman of the Learning Guild) gives us his perspective on the things we should be paying attention to as well as the areas we should be focusing our development on.

KEY TAKEAWAYS

• Technology is changing the L&D landscape and we need to evolve with it, but this is something L&D has always done, the same conversations are happening the circumstances are just slightly different.
• L&D can sometimes be one of the first departments to be downsized if a company just looks at them as a cost centre, rather than how they should be looking at them, as a performance partner that is connected to driving the organisation forward.
• Mixed reality is very powerful, AR and VR can be good solutions to specific problems but their advantages and speed have slowed down, with AI taking a lot of attention away from development. 
• Whilst AI is impacting many areas of almost all organisations, it’s important to understand where your organisation sits on takeup and where you can fit into that and act accordingly.
• L&D can appear to be susceptible to 'trends' but this isn't negative. Those who work in L&D are naturally curious and are looking for ways to help and support people's growth which naturally lends itself to new ideas and tools. 
• As the world develops and changes around us, so does how we learn, are our education and learning models keeping up pace?
• Leadership is something that is given by others and it isn't a set of traits but skills that can be learnt. Leadership is about what we do, rather than who we are.
• You can be an effective leader at any level of an organisation; it's about how you approach the job you are assigned. 
• A modern L&D organisation always needs to be looking to what's next, what does the L&D need to look like to support the organisation in the future. 

BEST MOMENTS

'I was always very involved in my career at giving back to the industry’

‘The industry is in the exact same space it’s been for 20 years’

‘I can tell you that the industry is growing rapidly…doesn’t make a difference where I am working for an organisation where I am seen as a cost that needs to be mitigated'

'AI is sucking all the energy out of the room'

'Hype is nothing more than shared energy, but what is driving that energy'

'We don't want to do something because it's cool but because it can make a difference'

'My focus in leadership in the L&D space is removing the role from the equation and focusing more on the environment that learning exists'

David Kelly Bio

As Chairman of the Learning Guild, David Kelly constantly explores the convergence of learning and technology, demonstrating a profound commitment to transforming workplaces and enriching lives through innovative learning strategies. With over two decades of experience in learning and performance leadership and consulting, he brings his passion to life in his daily work building events and resources with the Guild and as a dynamic speaker and writer, inspiring others to view their work through a fresh, technology-enhanced lens.

You can follow and connect with David via:

LinkedIn: https://www.linkedin.com/in/lnddave/

Learning Guild Website: https://www.learningguild.com/

DevLearn: https://devlearn.com/

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

A governance structure in L&D is a move from implicit to explicit practices. It brings rigour and structure to decision-making practices that would otherwise be nebulous and ill-defined. It is a recognition that L&D is, fundamentally, a strategic function – equally critical for the organisation’s growth and for its survival in turbulent times. But it doesn’t exist in every L&D team. 

In this episode, Noah and Tom break down why it is essential and how we, as L&D, get to grips with it.

KEY TAKEAWAYS

• Governance aligns L&D more closely with business objectives and ensures consistent, scalable impact.

• The decision on where the L&D budget is spent has to be made by the business so that the budget can be allocated to training that generates profit.

• Governance includes careful management of your key constituencies and relationships.

• Alignment, communication, consistency, planning, measurement, execution, tracking, and project management are all equally important.

• Ask yourself what does better look like? Properly define what you are aiming for.

• New technologies are not always better, be sure to properly assess them.

• Good governance is never 100% done, it is an ongoing process.

• Taking a “solid core, flexible edges” approach to governance works well for most organizations.

• Be brave. It´s worth a little bit of pain to make big gains.

BEST MOMENTS

“Governance is about aligning learning to the strategic objectives and needs of the business… so that you can demonstrate the value of that learning function.”

“You have to create consistency in the learner experience .”

“AI is going to be a lightning rod.”

“Shiny object syndrome  is the enemy of good governance.”

“We not only define what governance is, but we define what's what it's not.”

Noah Rabinowitz Bio

With 25+ years of experience in learning and leadership development, Noah has been Chief Learning Officer at Intel and Moderna and consulted globally with Korn Ferry and Deloitte. He specializes in innovative learning strategies, executive development, and large-scale digital upskilling programs, driving impactful results across industries.

Tom Kupetis Bio

Tom brings over 25 years of management consulting and learning solutions experience with Fortune 500 companies. As Executive Vice President at St. Charles Consulting Group, he oversees the firm’s go-to-market strategy. Previously, he held senior roles at Xerox Learning Services and Intellinex LLC (EY subsidiary).

Report: https://learningforum.substack.com/p/clo-lift-governance-as-a-strategic

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/

• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 

• L&D Collective: https://360learning.com/the-l-and-d-collective/

• Blog: https://360learning.com/blog/

• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

CLOs today must ask: Is our work building lasting, relevant skills right now? Are we delivering business impact? Is the work building or diminishing L&Ds effectiveness and credibility? If the answer to any of these questions is no, then perhaps it is time for a skills accelerator approach. This is the title of a CLO Lift report and in this episode, we unpack what it means and why it’s critical to us, in L&D, but more importantly to our organisations and employees.

KEY TAKEAWAYS

• L&D professionals need to become true business partners instead of just trainers and focus on the development aspect of their role.
• When you focus on data you are effective, and the rest of the business understands that data.
• Leverage AI and simulations to deliver fast. 
• Understand the relevance of each skill. What is it about that skill or new technology that will enable the learner to do their job better?
• When your business does something new, be a part of the rollout so truly relevant learning is available from the start.

BEST MOMENTS

“Capability building can't just be through learning programs. It needs to be truly employee-centric.”

“If we can spend less time churning content, we'll be able to spend more time developing people.”

“The scope of an L&D leader can no longer be just what training program.”

Heather Stefanski

Heather Stefanski is a Partner and Chief Learning and Development Officer at McKinsey & Company, overseeing Learning & Development for 45,000+ global colleagues and leading the People Data and Analytics Teams. 

During 28 years at McKinsey, she has held various roles in talent acquisition, professional development, and learning. She has an MBA and MA in Education from Stanford University, and a BS in Engineering and Operations Research from Princeton University.

Bjorn Billhardt 

Bjorn Billhardt is co-author of The 12-Week MBA and CEO of Abilitie which has trained 100,000 learners in 50 countries, including rising leaders at Fortune 500 companies like Coca-Cola and GE.

He also co-founded Enspire Learning a custom e-learning development company and was a consultant and corporate trainer for McKinsey & Company.

Bjorn holds a BA from the University of Texas and an MBA from Harvard Business School. He has served on multiple boards, including The Magellan International School, Spa Partisan, the Advisory Board of the University of Texas at Austin School for Undergraduate Studies and the UT-HDO Program.

Report: https://learningforum.substack.com/p/clo-lift-the-skills-accelerator

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin
• L&D Collective: https://360learning.com/the-l-and-d-collective
• Blog: https://360learning.com/blog
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home

L&D leaders in large organizations often cite a lack of time as the main barrier to upskilling and reskilling. While increasing learning hours is important, the CLO Lift team found that time is not the most critical factor. Instead, the quality of learning has equal or greater influence on performance than the quantity of time spent. Rather than focusing solely on hours, business leaders and L&D professionals should emphasize value. This episode explores these insights with Lisa Christensen and Huw Newton-Hill.

KEY TAKEAWAYS

• CLO Lift is a community of 20 CLOs who have got together to solve the biggest unresolved challenges in the L&D industry.
• You have to create true value before enough time will be allocated to employee learning.
• If you are not 100% in step with the business the training that you provide will be out of date and not relevant.
• The learning you deliver must genuinely enable people to make progress in their careers.
• L&D needs to stop only being order takers. Work more closely with managers to understand business challenges and be actively involved in finding solutions.
• Certain elements of people´s roles impact the way they behave. If a learning intervention cannot change that element speak up and ask those who can solve that underlying issue to do so.
• Create a learning culture, e.g. include skill acquisition in personal reviews.
• Democratize access to learning.
• Use generative AI to make the training more relevant in every role in every geography.
• Measure progress against actual business objectives.
• Start now.
• Create some small experiments and generate wins. You only need one win to create credibility and act as a springboard.

BEST MOMENTS

“Ensure that the whole body of L&D is in lockstep with the business.”

“The more courage you lean into, the more credibility you build.”

“Be bold and go forth.”

“Any good action today is better than perfect action a month from now.”

CLO Lift, From Time to Value report: https://learningforum.substack.com/p/clo-lift-from-time-to-value?r=ivpaq&utm_campaign=post&utm_medium=web&triedRedirect=true

Lisa Christensen Bio:

As Director of Learning Design and Innovation at McKinsey & Company, Lisa leads a global team focused on cutting-edge learning solutions. She founded McKinsey’s Learning Research and Innovation Lab and is a recognized thought leader in learning. Lisa is a founding member of CLO Lift and was previously a senior leader at a learning design firm.

Huw Newton-Hill Bio:

Huw leads Attensi’s US office, delivering AI-powered training solutions. A former strategy consultant at BCG, he now drives growth and innovation in L&D, contributing to forums like CLO Lift.

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

At some point or another, we’ve all found ourselves struggling to demonstrate the value of our L&D solutions, wondering if there has been value or whether we’ll find it. For many of us, it’s a constant search. In this episode, Neil John Cunningham unpacks this for us and lets us in on the steps outlined in his most recent book, Numbers & Narratives, to prove the value of our L&D.

KEY TAKEAWAYS

• Don´t worry about not understanding the data. Someone in the business will just ask them to explain it to you.
• Using data stories to prove the effectiveness of what you are doing is good for you as well as for the business. Most of us are not getting the most out of existing business data.
• Storytelling is incredibly powerful, especially if you back it up with data.
• The Hero´s Journey storytelling framework is often a good way to structure a data story.
• Once you´ve got your hypothesis, where the business is going and where it needs to go, break that down into learning objectives.
• Using data stories appeals to people who are emotionally driven as well as to those who are data driven.
• Understand what commercials are important to the people in your business.
• If you don´t know what the financials are e.g. how much it costs to handle each call talk to the people that do know.
• Be really honest about L&D can offer.
• If you can´t help with a certain issue, be brave enough to say so.
• Keep things simple and succinct. As much as possible use simple, universally understood data.

BEST MOMENTS

'I´d been creating these little data stories, I could prove that what I was doing was having an effect.'

'The way you solve the L&D engagement issue is to solve problems that matter to individuals.'

'Show where L&D can do better.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

Neil John Cunningham Bio

Neil is the author of the books, 19 Low-cost Ways to Improve Your L&D Offering; The Strategic Order Taker: A Guide for L&D to be Seen, Heard, and Valued; and his most recent Narratives & Numbers. Neil is an experienced Head of Talent & Learning and following a career of running Learning and Talent functions, he now supports others doing so with his consulting and writing. 

You can connect with Neil and follow his work via:

LinkedIn: https://www.linkedin.com/in/neiljohncunningham/

Website: www.alignlearndo.com

Link to book: https://alignlearndo.com/narratives-and-numbers/

Code for 10% off book: 360

The Hero´s Journey - https://www.amazon.co.uk/Heros-Journey-Joseph-Campbell-Collected/dp/1608681890

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

• What do 146 L&D professionals care most about?
• What are the killer stats L&D should know about right now?
• Is ‘learning content’ really necessary?
• What questions will be pulled from the cuddly toy’s posterior?

Find out the answers to all these questions and more in this very special live edition of The Learning & Development Podcast with guests Nick Shackleton-Jones and Kenny Temowo.

KEY TAKEAWAYS

• Understanding how to provide their organisation with greater value and impact is a big concern for L&D professionals.
• 75% of people said their work leader had more of an influence on their mental health than their life partner does.
• Experiential training for leaders enables them to better understand how their behaviour and expectations impact those who work for them.
• The fact that future generations look at work differently is having a huge impact on L&D.
• When people are offered face-to-face training, they feel invested in.
• Gamification isn´t working but simulations are.
• If you can´t see a measurable change (ROI) the chances are you should not be doing it.
• Content has to be carefully crafted to be relevant.

BEST MOMENTS

'I would make sure that we're really involving and holding accountable the leaders.'

'How do we help organizations manage stability, the sense of belonging and psychological safety that we need.'

'Content only matters to you if it's relevant somehow.'

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE GUESTS

Nick Shackleton-Jones Bio

Nick is a genuine thought-leader in Learning & Development, responsible for initiating shift from ‘courses to resources’ and for the affective context model of learning.

He began his professional life as a psychology lecturer and went on to lead learning functions at Siemens, BBC & BP. He’s now a consultant and author of ‘How People Learn’ (Kogan Page, May 2019) as well as winning several awards for people development strategy, innovation, and learning content, including the Learning & Performance Institute’s Award for Services to the Learning Industry, 2017.

You can follow and contact Nick via:

Twitter: @shackletonjones

LinkedIn: https://www.linkedin.com/in/shackletonjones/

Shackleton Consulting: https://shackleton-consulting.com/

Kenny Temowo Bio

Kenny Temowo leads Talent Management and Leadership Development for Netflix UK. He’s spent almost two decades in learning and education, working as a consultant with clients such as the BBC, Vodafone, and Rolls-Royce, as well as leading in-house L&D teams.

You can follow Kenny via:

LinkedIn: https://www.linkedin.com/in/kennytemowo/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

L&D at enterprise scale is very difficult. To say the least. This is why so many start and end by ‘providing learning’ in the hope that some of it sticks and makes a difference. But the opposite to relying on hope is to stand for addressing skills gaps and holding yourself accountable to actually closing them. This is what Ryan has aimed to achieve in his roles and what he shares with us in this episode.

KEY TAKEAWAYS

• Lead from the front. Start with skill-based learning now.
• Treat your skills-based framework as an organic document. Update it regularly.
• AI is transforming skills-based learning. Ryan shares several real-world examples, during the podcast.
• You need to complement what AI tells you with your own research and consultation and be specific about your business needs.
• AI is great at giving you a foundation for discussion. You no longer sit down with a blank piece of paper.
• AI frees up an incredible amount of time, enabling you to be far more effective.
• Prioritise the skills that matter most, something many people still do not do.
• Build out blended learning experiences.
• At the end of the training session, provide a call to action that ensures that new skill is actually used.
• Provide an independent validation of the skill.
• Invite people who have applied that skill to demonstrate it and share how they have used it in their job.
• Go where the positive energy is. Collaborate with managers who want your help and get them to share the results. The nay-sayers and those short on time will soon be asking for your help.

BEST MOMENTS

'Skill-based learning is not knowledge-based learning. So instead of focusing on what you know, it focuses on what you do.'

'AI is going to do a great job. But then you need to round that out with your own work.'

'Be dogged in identifying what that business metric is that this stakeholder, wishes to improve.'

Ryan Tracey Bio

Ryan Tracey is a senior Learning & Development manager having worked in the corporate sector for over 20 years in addition to roles in government and higher education. Ryan holds a Master’s degree in Learning Sciences and Technology from the University of Sydney and is a prominent commentator of in the field of L&D.

You can follow and connect with Ryan via:

X/Twitter: @ryantracey

LinkedIn: https://www.linkedin.com/in/ryantracey/

Blog: https://ryan2point0.wordpress.com/

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

Good or bad? Positive or toxic? Powerful or incongruent? Culture plays a huge part in our working lives. In L&D we ignore culture at our peril. But what does it mean to understand and change organisational culture? In this episode, former Deloitte Management Consultant, Lily Woi, unpacks this for us and provides insight and guidance on how we can change culture in our organisations.

KEY TAKEAWAYS

• Culture is about more than behaviour and working practices. Structure and governance both have a significant impact.
• Don´t overcomplicate things, a simpler approach is easier to follow and iterate.
• Keep improving. Change should be ongoing and happen quickly.
• Understanding your culture is the key to shaping it.
• Instead of assuming you understand the culture, observe how people actually behave.
• What is your data telling you about your culture?
• Using consultants helps to overcome not being able to see the wood for the trees and can cut through a lot of internal politics.
• Collective decision-making works best.
• Involve employees in the design phase.
• Using the 4 pillars - mindset, abilities, process, and structure leads to sustainable change.
• Measure the change.
• What has worked in one project is not necessarily going to work for another project. You have to tailor your approach.

BEST MOMENTS

'In my experience, the simplest approaches are more often the most effective.'

'Removing culture from an aspect of L&D is like trying to remove the egg from a cake.'

'I tend to ask a lot of annoying questions… to understand why, what´s really going on.'

'The approach that I use for one company would not work for my next company or client.'

Lily Woi Bio

Lily is a former Deloitte Management Consultant, focused on Organisation Transformation and Culture, Leadership & OD Lead at Next Pensions. On both sides of the table (in-company and consultancy), Lily has built deep and rich experience of organisation culture change.

As a Culture Change Catalyst, Lily now helps leaders and teams drive transformative change, unlock their full potential, and ignite a high-performance, collaborative culture. Over the past eight years, she has worked with global leaders and businesses to shift behaviours, unlock potential, transform careers, and develop courageous cultures. She has coached and trained clients working in multinationals such as Hello Fresh, Nike, Pureaffinity, and the British Film Institute. 

You can connect with Lily and follow her work via:

LinkedIn: https://www.linkedin.com/in/lilywoi/

Website: https://lilywoicoaching.com/

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

Learning communities transform organisations through sharing knowledge, spearheading practice, solving problems, seeding innovation, and supercharging development. So how can you develop a culture of learning in your organisation? In this episode, Andy Lancaster addresses this question - and many more.

KEY TAKEAWAYS

• From the very start of humankind people have learned from each other, often in groups. Animals do it too.
• Learning from friends and colleagues is seen by practically everyone as being the most effective way to learn.
• People like human connection and want to feel they belong, so peer connection is powerful.
• The best learning takes place in context.
• Learning communities can be just a few people. 
• We need to empower different types of learning communities.
• Learning communities share knowledge, spearhead practice, solve problems, seed innovation, and supercharge development.
• What the group does needs to be structured to a degree.
• Encourage people to work aloud to ensure everyone is actively involved.
• Reward the subject experts.

BEST MOMENTS

'The social context in which we learn is really important.'

'I think reflective practice ought to be embedded in all learning and development.'

'Subject experts play a vital role in communities in terms of coaching, mentoring and supporting.'

'Communities are a way of validating skills, which maybe organizations overlook. '

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

Andy Lancaster Bio

Andy Lancaster is the Chief Learning Officer at Reimagine People Development consultancy, specializing in supporting, coaching and mentoring learning leaders and teams to create impactful development strategies and solutions, transform learning cultures and empower socialized learning communities. The former Head of Learning at the Chartered Institute of Personnel and Development (CIPD), Andy is a trusted thinker, commentator and inspiring speaker, renowned for his insights that have helped reshape the organizational learning landscape globally. His book Driving Performance Through Learning gained a Business Book Award.

You can follow and connect with Andy via:

Twitter: @AndyLancasterUK

LinkedIn: https://www.linkedin.com/in/andy-lancaster-ab995418/

Book: https://www.koganpage.com/hr-learning-development/organizational-learning-communities-9781398615496

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

A new report, published by 360Learning, illustrates how far online has come in recent years: from poor relation to classroom training to expected and respected and recognised for helping learners bridge their skills gaps. But is that enough? In this episode, Alice and Ross join David to explore the findings and what this tells us about our ability to scale L&D today.

KEY TAKEAWAYS

• Both employers and employees have finally become more comfortable with digital learning.
• Employees now honestly believe that online learning is going to help them to do a better job while upskilling.
• Online learning works well in both big and small organizations. But it is smaller firms that are more receptive and are adopting AI and digital learning faster.
• For large organizations scalability is still a big challenge.
• Learning from their peers and colleagues, followed by their line managers is still preferred by most employees.
• A combination of face-to-face and digital learning works well.
• Tech is making it easier for people to share their knowledge, L&D can better tap into and benefit from this.
• Demonstrating to employees how the training can benefit them greatly improves the level of engagement.
• Clearly identify the skills people need to progress and share that knowledge with them.

BEST MOMENTS

'People now expect some respect, online learning,'

'In a smaller company, it is just a bit more dynamic.'

'You can capture SME knowledge that's valuable to the entire organization.'

'Capitalize on people's primary reasons for wanting to engage and develop their skills.'

EPISODE RESOURCES

Link to 2024 State of Online Learning Report: https://360learning.com/guide/2024-state-of-online-learning-report/2024-report-introduction/

Alice Thompson Bio

Alice is a Development Partner for Marks & Spencer and is passionate about designing performance training, data-driven decision-making, measuring impact and creating a continuous learning culture. Prior to M&S, Alice played key roles in the L&D teams at ASOS, Monzo and Butternut Box.

You can follow and connect with Alice via:

LinkedIn: https://www.linkedin.com/in/alice-thompson-849154b8/

Ross Stevenson Bio

Ross is Chief Learning Strategist and founder of Steal These Thoughts, an independent L&D think tank. He’s spent 16 years leading L&D teams, strategies, and tools within global organisations. Ross is also at the forefront of exploring the potential of generative AI in L&D.

You can follow and connect with Ross via:

LinkedIn: https://www.linkedin.com/in/rstevensonuk/

Twitter: @_Rsvenson

Website: www.stealthesethoughts.com

VALUABLE RESOURCES

The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523

L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/

ABOUT THE HOST

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. 

CONTACT METHOD 

• Twitter:  https://twitter.com/davidinlearning/
• LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 
• L&D Collective: https://360learning.com/the-l-and-d-collective/
• Blog: https://360learning.com/blog/
• L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home/