Your organisation’s ability to link learning to strategic objectives will determine the success of your automation transformation. Revenue growth, market position, and future potential are all tied to your ability to get automation right.
build your leadership pipeline
Growing organisations always need new leaders. If you do not proactively build a leadership pipeline, then you will waste money finding external leaders. And unless you can predict leadership needs 18 months in advance, you will experience performance dips as the new hire learns how you do things. Hiring, onboarding, and development cost more time and money than building and maintaining a leadership pipeline.
develop required capabilities
Which capabilities will have the most significant impact on your organisation’s performance? These are your required organisational capabilities (rocs). Your leadership team needs a structured framework for developing these capabilities. Required organisational capabilities are the first filter you apply when considering leadership candidates. This will give you a significant advantage over your competitors who mostly choose leaders based on intuition, general skill assessment, or plain desperation.
Your organisation is constantly changing. It could be your approach to the market, internal restructuring, or a change to your entire business model. Your environment is continually evolving, and your organisation needs the capacity to adapt. Even the best kind of change, like explosive growth, presents tough challenges that demand transformation. L&d is your organisation’s change engine. To transform successfully, start with learning and development, especially leadership development.
build adaptive capacity
You operate in a volatile, uncertain, and complex environment. And it is only getting more complicated. That’s why there’s a skills gap. To deal with future volatility in your organisation’s context of action, you need to become more agile. The foundation of organisational flexibility is adaptive capacity. Throw out your rigid multi-year plans. The dust will never settle. Operate at the edge of chaos by figuring out what actions to take right now, even when things are uncertain. Small steps, small wins, build momentum.
deliver learner-first education
Balancing learner needs with those of the organisation is a delicate endeavour. Still, learners need to be the primary consideration when designing and deploying a training programme. A big part of this is offering training in a format that your leaders will actually consume. Courses and resources will remain important, but they will be second to the learning experience itself. Offer an omnipresent learning experience by ensuring your leaders have frictionless access to training content.
support self-directed learning
Successful leaders already tend to take ownership of their own development; it’s one of the reasons they were promoted in the first place. Your organisation must have systems and processes in place to facilitate and reward autodidactic behaviour. Self-directed learning may happen outside work hours through books and self-study courses; it may occur during business hours through peer learning, and it may happen offsite in the form of conferences and workshops.
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leaders only · UK based · ready to change