Building a Culture of Continuous Learning
Most people get it. Classes, courses and curricula – structured learning events – don’t provide all the tools in the toolkit. They’re bit-players in a much larger world of organisational learning and performance. The part that formal, directed learning plays in...70:20:10 – A Framework for High Performance Development Practices
Over the past few years the 70:20:10 model for development has captured the imagination of organisations across the world. Some organisations apply 70:20:10 principles to targeted and specific development solutions. Others use it more strategically as a way to help...Managing Learning?
Donald Taylor recently published an article titled ‘What does ‘LMS’ mean today?’. In it Donald posited something I’ve been advocating for years. It is this. Learning can only be managed by the individual in whose head the learning is occurring. Of course external...Re-thinking Workplace Learning: extracting rather than adding
A decade ago the Corporate Executive Board published a report detailing the findings of a study into the role managers can play in employee development. By almost any standards the sample in this study was large – 8,500 cases drawn from 14 organisations across six...The Need to Adapt to the Speed of Change or Die: lessons for L&D from the retail industry
Yesterday another great British institution slid into the history books. HMV opened its first retail shop in Oxford Street, London in 1921 with great brouhaha. Composer Edward Elgar took part in the opening ceremony. Yesterday, 91 years on, the company shut its shops...About me
ConsultMember of the Internet Time Alliance and Co-founder of the 70:20:10 Institute, Charles Jennings is a leading thinker and practitioner in learning, development and performance.Member of the Internet Time Alliance
About me
Experienced change agent and consultant, Charles Jennings is a leading thinker and practitioner in learning, development and performance. All articles, content and opinions here are his own.