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Meet the CLO Advisory Board: Molly Nagler

CLO Magazine

This week, Molly Nagler answers our questions about her career, her role at PepsiCo and what advice she has for fellow learning leaders. Before joining PepsiCo in February 2019, Nagler served as the senior associate dean for executive education at Yale School of Management. She joined the CLO Advisory Board in December 2020.

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Meet the CLO Advisory Board: Justin Lombardo

CLO Magazine

Lombardo has held numerous roles in learning and development at the C-suite or executive level at Motorola University, Northwestern Memorial Hospital, Children’s Medical Center of Dallas and Baptist Health. CLO: How did you become interested in L&D? CLO: What lessons did you learn in 2020 that you’ve brought with you into 2021?

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Meet the CLO Advisory Board: Judy Whitcomb

CLO Magazine

CLO: How did you become interested in learning and development? Regardless of the organizations I worked or roles I’ve held (including business functional roles), I’ve always led with learning. CLO: What lesson(s) did you learn in 2020 that you’ve taken with you into 2021?

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Accidental CLO, Intentional Learning

CLO Magazine

A self-proclaimed “accidental CLO,” Jesse Jackson has served in numerous roles at the multinational banking and financial services firm JPMorgan Chase & Co. He eventually moved on to consumer banking management roles such as sales manager, branch manager and division sales manager. Photo by David Lubarsky.

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Chief Learning Officer: The Owner of Training Management

Training Orchestra

The title of Chief Learning Officer (CLO) may not be as widely known as other C-suite members, but its importance is perhaps more significant now than ever before. While the CLO acronym had been used previously for other roles, Kerr’s title was the first of its kind. We’ll explore this fascinating area below.

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What is the future of skills, roles and workforce development?

CLO Magazine

Smith, director of education, American Association of Law Libraries. According to a 2018 research report by the Association of Talent Development, “Upskilling and Reskilling: Turning Disruption and Change Into New Capabilities,” 44 percent of organizations do not provide any type of learning opportunities to upskill or reskill.

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Speaking the language of your business peers through the right success metrics

CLO Magazine

Savvy business leaders know that moments of crisis provide an opportunity to innovate and emerge stronger. Instead of hunkering down and waiting for the storm to pass, the best businesses learn to ride the waves to get ahead of the competition.

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