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Meet the CLO Advisory Board: David Vance

CLO Magazine

In 2006, he was awarded CLO of the Year. CLO: What was your official first job in learning and development? CLO: What lessons did you learn in 2020 that you plan on taking with you into 2021? We’re big believers these days in [being] agile and getting in and getting [it] 80 percent right, and then learning.

CLO 79
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Cheers to alignment and agility in 2020

CLO Magazine

Budget, as the survey results indicate, is not likely a driving factor behind the optimism. Less than half of CLOs, 44 percent, expect their budget to increase in the next 12 to 18 months, and 26 percent believe it will decrease. So, where will that budget be directed? All percentages rounded.

Agile 70
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How to protect your learning budget amid current uncertainty

CLO Magazine

Yet, given the growing uncertainty about the economic climate and possible recession, many organizations are reassessing their budgets across the board. History has often seen learning and development as one of the first budgets targeted. This makes stronger the case for maintaining (or even growing) your learning budget.

Budget 97
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No Status Quo for the CLO

CLO Magazine

There’s no playbook for becoming a CLO, and if there’s one simple fact that shines through from the hundreds of formal interviews and countless more conversations I’ve had with learning leaders, that’s it. CLOs are former teachers but they’re also salespeople, marketers, psychologists, engineers and lawyers. The times demand it.

CLO 58
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Let’s change our focus on always adding more

CLO Magazine

Deleting will often be difficult due to both tradition and budgeting. Budgeting is often wrapped around the instinct to add, as well: It is easier to get more resources when adding an attractive element or system. Ironically, one of the most powerful things a CLO can do is to bravely and authentically say, “stop.”

Change 90
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BYOCLO: Be Your Own Chief Learning Officer

CLO Magazine

“The fact that we continued to deliver on our initiatives, exceeding expectations in a year of a pandemic, when many organizations were cutting budgets, is testament to the progress we have made and the value the company and our executive team places on development,” says Milista Anderson, FIS’ global head of learning.

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The ‘Mastermind’ effect: Leveraging resources to support upskilling and reskilling for the future

CLO Magazine

Creating a peer group program does take a bit of planning, budgeting, and buy-in. As L&D practitioners face the need to be as agile as their organizations, leveraging internal resources helps extend tight budgets and improve positive learning impact by staying relevant to the constantly changing needs of the “skilling” environment.