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Does your company have the right plumbing to evolve corporate learning?

Axonify

In the first of a three-part series on modernizing corporate learning, hosted by Chief Learning Officer (CLO), Axonify’s CEO Carol Leaman made one thing clear: in order to remain competitive, organizations must begin to modernize learning. Align corporate learning to real-world behavior.

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Meet the CLO Advisory Board: Molly Nagler

CLO Magazine

She joined the CLO Advisory Board in December 2020. Chief Learning Officer: Where is your hometown? CLO: What was your first job in learning and development? I got to know faculty very well, and learned to appreciate their perspectives on both life and work. In corporate learning, you have to produce.

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Meet the CLO Advisory Board: David Vance

CLO Magazine

Vance is the founding and former president of Caterpillar University and the author of “The Business of Learning.” In 2006, he was awarded CLO of the Year. Chief Learning Officer: Where is your hometown? CLO: What was your official first job in learning and development? Vance was awarded CLO of the Year in 2006.

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Kraft Heinz CLO Pamay Bassey is reimagining corporate learning with laughter and passion

CLO Magazine

Ekpedeme “Pamay” Bassey, CLO of The Kraft Heinz Co., has held many different personas, both in her career as a learning and development professional and beyond. As she progressed down her newfound career path, Bassey launched her own e-learning design and consulting company in 2003 called The Pamay Group. and Canada.

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CLO Podcast: Judy Whitcomb on Getting Creative

CLO Magazine

It might surprise you to learn that one of the best companies for learning and development is also one of the smallest. Vi, the Chicago-based company that runs 10 senior living communities across the country, ranks up there with corporate giants like AT&T, Deloitte and Nationwide Insurance, among others.

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Why evolving corporate learning isn’t an option

Axonify

The evolution of corporate learning isn’t an option any longer— it’s a must. A variety of factors, such as technological advances and the characteristics of the 21st century workforce, have coalesced to motivate businesses to modernize corporate learning. Company-wide lack of engagement in learning.

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3 reasons external benchmarking is bad for corporate learning

CLO Magazine

Just as strengths, when overused, become weaknesses, so we have seen a useful and practical approach to benchmarking in corporate learning become a value-destroying practice. Increasingly, we have observed management consultancies using benchmarking frameworks that are counterproductive to good, strategic learning in organizations.