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Reflecting on the first half of 2009

Jay Cross

Any remaining training staff will become mentors, coaches and facilitators who work on improving core business processes, strengthening relationships with customers and cutting costs. My assistants will become the director of sales readiness and the director of competitive advantage, respectively. See the Unbook with Dave Gray.

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The 70:20:10 Model – Today, Tomorrow & Beyond

Learnnovators

ABOUT CHARLES JENNINGS (Managing Director, Duntroon Associates): Charles Jennings is a leading thinker, practitioner and consultant in the areas of performance improvement, change management, and learning. 80% or more of corporate learning is found to be informal” Peter Henchel, Executive Director, Institute for Research on Learning. “70%

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THE 70:20:10 MODEL – TODAY, TOMORROW & BEYOND

Learnnovators

ABOUT CHARLES JENNINGS (Managing Director, Duntroon Associates): Charles Jennings is a leading thinker, practitioner and consultant in the areas of performance improvement, change management, and learning. 80% or more of corporate learning is found to be informal” Peter Henchel, Executive Director, Institute for Research on Learning. “70%

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Decisions, decisions. Business decisions.

Jay Cross

If you are not fully fluent with terms like revenue, earnings, cost, cash flow, margin, and value, take a look at here and get a friend to explain the workings of the basic business model. An executive, a manager, a training director, and a worker each have different but valid ways of evaluating the effectiveness of learning.

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50 suggestions for implementing 70-20-10

Jay Cross

Work and learning have merged. Knowledge work has evolved into keeping up and taking advantage of connections. You have probably implemented classes, workshops, online learning, a measurement system and learning events. Charles is senior director of the Internet Time Alliance. We learn on the job to do the job.

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Working Smarter eFieldbook $12

Jay Cross

Working smarter is the key to sustainability and continuous improvement. Knowledge work and learning to work smarter are becoming indistinguishable. The accelerating rate of change in business forces everyone in every organization to make a choice: learn while you work or become obsolete. Training Directors 177.