CLO Magazine
APRIL 16, 2021
By the end of 2007, I presented a new class design at an American Society for Political Science teaching conference. I am particularly proud of two innovative course design examples: my Advanced Presentations Training program and my LEGO® Agile Project Management workshop. Creating the Wicked Learning Experience Design model.
CLO Magazine
AUGUST 15, 2018
Shortly after I started as editorial director at Chief Learning Officer in 2007, we moved into that recently vacated office. To start, CLOs need to make sure humans have the skills required to thrive in an environment where they are increasingly augmented by machines and robots. Your role is more than skill development and training.
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CLO Magazine
JULY 12, 2018
opening a center in New York City in 2007. CLO: One of the things participants say they value about IESE’s open-enrollment programs is they encourage new ways of thinking and equip them with new skills and perspectives that are directly relevant to their work. For the 2018 Executive Education Rankings , IESE was ranked No.
CLO Magazine
MAY 11, 2017
Agility and the ability to adapt is imperative. Keith Sawyer’s 2007 book, “Group Genius,” documents how ideas combine in different ways to create new ones. One of the best ways for a CLO to foster innovation is to start internally. The ability to plan, prepare and execute is no longer sufficient. Document the results, and scale.
CLO Magazine
AUGUST 27, 2018
While scale offers new benefits, it also slows the business’s agility. Consider that “The probability that the market share leader is also the profitability leader declined from 34 percent in 1950 to just 7 percent in 2007,” according to the Harvard Business Review. Agility isn’t always a question of technology.
CLO Magazine
DECEMBER 13, 2017
Sanofi, a pharmaceutical and life sciences company, was in need of a global leadership development program that could keep pace with the needs of the business and increase departmental reach and agility.
CLO Magazine
APRIL 27, 2013
From 2007 to 2010, during the worst of the global financial meltdown, there was ostensibly a temporary truce in that battle due to shrinking businesses and layoffs across the workforce. This lends itself to a focus on internal development programs versus external-focused hiring to find people in an ever-shrinking talent pool. Start small.
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