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The Three Levers of a Successful CLO

Infopro Learning

For example, Learning and Development topics are now being mentioned in over half of the covers of the Harvard Business Review Magazine. In “The Three Levers of a Successful CLO” guide , we define these levers and why they matter most to the success of all leaders in the L&D organization. billion for Lynda.com.

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From traditionalist to strategic partner: How the role of the CLO has evolved 

CLO Magazine

Traditionally, the role of a CLO was primarily focused on learning and development, with a primary goal of ensuring employees received the necessary skills and knowledge to perform their jobs effectively. Another important shift in the role of the CLO is the increased use of technology in L&D.

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Servant leadership and AI: Agility and empowerment for the CLO

CLO Magazine

In order for a business to be sustainable, empowered employees must continually grow their technical hard and soft skills. The super teams design is the first example of a focused, non-hierarchical shift from the age-old hierarchical structure. Teams of this type come in many shapes and sizes, and no team model suits every business.

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Meet the CLO Advisory Board: Erv Lessel

CLO Magazine

CLO: How did you first become interested in learning and development? CLO: What lessons did you learn in the past year in 2020 that you’ve taken with you into 2021? CLO: What leadership skills and capabilities from your time in the Air Force have you found particularly useful in the business world?

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Meet the CLO Board: Kevin Wilde

CLO Magazine

We recently sat down for a conversation with Kevin Wilde, an Executive Leadership Fellow at the University of Minnesota’s Carlson School of Business. In 2007, he was named CLO of the Year. CLO: How did you first become interested in learning and development? CLO: How did you first become interested in learning and development?

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There’s a CLO in all of us

CLO Magazine

Nurturing customer centricity The idea behind thinking like a CLO is derived from the importance of fully understanding what the customer wants. Expertise alone is not enough these days for us to become a true learning partner to the business. Business focus and acumen are key to make this happen.

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Meet the CLO Advisory Board: David DeFilippo

CLO Magazine

and an executive coach at Harvard Business School. DeFilippo has been in senior talent management and development for more than 25 years, and has previously served in numerous learning leader roles , including CLO for BNY Mellon and also for Suffolk Construction. CLO: What was your first official job in learning and development?

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