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Maximizing Success and Performance with Augmentation Consultants

Infopro Learning

Picture a dynamic scenario within the Learning and Development (L&D) industry: a global corporation eager to modernize its employee training programs seeks a pathway to align with the latest technological trends and cater to the evolving learning preferences of its workforce. Flexibility and Scalability.

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From L&D to Harmonized Workforce Development

Infopro Learning

In doing so, platforms leverage the organization’s collective intelligence while ensuring individual teams adopt and apply learning resources in a local context. Networking and connecting organizational capabilities (e.g., Organizational learning capabilities are frequently housed within core L&D teams or COEs.

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3 reasons external benchmarking is bad for corporate learning

CLO Magazine

Just as strengths, when overused, become weaknesses, so we have seen a useful and practical approach to benchmarking in corporate learning become a value-destroying practice. Increasingly, we have observed management consultancies using benchmarking frameworks that are counterproductive to good, strategic learning in organizations.

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LEARNNOVATORS GAZES INTO THE FUTURE OF E-LEARNING WITH SAHANA CHATTOPADHYAY

Learnnovators

Sahana Chattopadhyay is a performance consultant and an L&D professional with 15 years of experience in the field of academia and organizational learning. Sahana Chattopadhyay is a performance consultant and an L&D professional with 15 years of experience in the field of academia and organizational learning.

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Maturity Models in the Flow of Work

CrossKnowledge

Alt hough we most certainly have not touched on every maturity model that exists , we did want to talk about one more: Dani Johnson’s Enterprise Learning Framework. Before launching her own consultancy firm, she was at Deloitte with Josh Bersin and worked on the HILO model. Enterprise Learning Framework.

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Organizational Learning Is A Social Act

CLO Magazine

We make many assumptions about organizational learning. On the surface we seem to know what organizational learning is: People attend programs or complete e-learning modules, they learn something new and they somehow become better. Most of them are wrong. The reality is that content is now a commodity.

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Beyond the Lab

CLO Magazine

In order to keep this program relevant, the curriculum must include changes to national and local policy as well as changes to the software the DoD purchases and it must keep up with new, constantly emerging software development methods. That last point is particularly challenging.