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Do You Know How to Create an Actionable Learning Strategy?

CLO Magazine

“Building Competitive Advantage With Talent — Part 1: An Introduction to Talent Strategy,” an April 2015 Bersin by Deloitte report, showed that only about 10-15 percent of companies possess learning and development programs that are properly aligned with strategy and outcomes.

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A Quest for Success

CLO Magazine

Senior management decided to adopt the one-week in-residence option with 42 participants per session, along with an action learning component focused on strategic, enterprise-wide business opportunities.”. The first LQA program was scheduled to launch in April 2015 at an offsite conference center in New York.

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Sprinting Toward the Finish Line

CLO Magazine

One new venture is the innovation learning sprint. Launched earlier this year, the sprint is a team-based action learning experience offered to all teams during which they practice key actions of innovation and utilize design-thinking innovation (think problem-solving process) to solve a real-world problem in a unique, creative way.

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Make Learning Learning Viral-Worthy to Make It Last

CLO Magazine

She offered feminine hygiene brand Always’ 2015 #LikeAGirl ad campaign as an example of content gone viral — the minimalist yet evocative commercials cast an unforgiving light on persistent stereotypes about girls’ abilities has drawn tens of millions views. Comment below, or email editor@CLOmedia.com.

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Why You Should Encourage Leaders to Play Games

CLO Magazine

Similarly, “2016 Best Companies for Leaders,” a December 2015 article in Chief Executive , reported that when doing a 10-year performance comparison, the top 15 percent of the best leadership development companies have a 111 percent market capitalization growth, versus 64 percent for the bottom 15 percent.

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Power Up Your L&D Partnerships

CLO Magazine

The first is from a 2015 survey of 308 members of the Chief Learning Officer Business Intelligence Board’s learning executives. Not only are these scores lower than the CLO BIB data, but suppliers view their relationships as somewhat better than their clients do. See Figure 3.).