Emerging Technologies

It’s probably safe to say that you are already a true believer. You believe that learning, knowledge management and investing in human capital leads to competitive advantage in this rapidly changing information economy, right? And your peers and colleague

With approximately 6,000 in-house and dealer-affiliated service technicians to train, Minolta’s Business Products Group (BPG) has had to innovate in order to keep up with frequent new-product rollouts. Minolta is a leading manufacturer of image informatio

For many years, senior training and development managers have had to work hard to prove that they can play a truly strategic role within their organizations, often in vain. That is, until recently. Due to a confluence of events, things are beginning to ch

In this global and hyper-competitive knowledge economy, the real value of a chief learning officer is not his or her expertise in learning or leadership development or even technology—it is rather the ability to link such things to an overall enterprise-w

Determining the return on investment (ROI) for training programs can be one of the most difficult, yet necessary, responsibilities of the chief learning officer. Senior management wants to know that its investment in training is contributing to the succes

Imagine being at the helm of a good-sized sailing yacht. The calm has given way to strong wind gusts, fog and stormy seas. You must rely on the skills of the crew, limited resources, navigation equipment and common sense to safely guide you and your crew

Corporations attempting to implement aggressive revenue growth goals find it necessary to work powerfully from within to implement the changes that will bring these goals to reality. Creating change, managing change, directing change—these are the actions

A more effective way of transferring what was learned during training to on-the-job performance may require a change in the way we think about what learning is. For many, learning is defined as “acquiring new knowledge.” In today’s results-oriented world,

“The most valuable asset of a 21st-century institution, whether business or nonbusiness, will be its knowledge workers and their productivity.” – Peter Drucker, “Management Challenges for the 21st Century”

If you have the chance to read Fred Harburg�s resume, you�ll find a rather impressive listing of positions. Prior to becoming chief learning officer and president of Motorola University, Harburg�s past boasts organizations like IBM, Saturn, Disney,

Corporate universities were first created in the late 1980s as an enhancement to traditional training departments.

The increasing presence on executive staffs of a chief leaning officer or someone with a similar title represents the emerging recognition that an organization's talent is a strategic asset- an essential element in achieving organizational goals.