Join getAbstract to access the summary!

Learning to Succeed

Join getAbstract to access the summary!

Learning to Succeed

Rethinking Corporate Education in a World of Unrelenting Change

AMACOM,

15 min read
10 take-aways
Audio & text

What's inside?

Learner take all: Global and virtual competition, rapid innovation and relentless change mean leaders and employees must learn constantly.

  • 0.5×
  • 0.75×
  • 1×
  • 1.25×
  • 1.5×
  • 1.75×
1×

Editorial Rating

8

Qualities

  • Applicable

Recommendation

Practices and products that once put your organization at the top of your industry might now provide for only its basic survival. Global and virtual competition, rapid innovation and relentless change mean leaders and employees need to learn constantly. Learning requires curated access to information and knowledge about emerging practices, new technologies, and political, economic and environmental happenings around the globe. Goldman Sachs Chief Learning Officer Jason Wingard explains that companies need experts to collect, process, analyze and disseminate information through training, events, social media and “learning portals.” Though his arguments slide in spots of muddled writing, getAbstract recommends Wingard’s valuable eye-opener on learning to executives, CLOs, managers, start-ups, entrepreneurs and business students.

Summary

A New World

Staying in business now takes extra dexterity. Today’s highly competitive global marketplace forces firms to be flexible and responsive. Because companies compete based on the strength of their talent, your business can hope to win if it embraces a learning culture that fosters innovation, organizational cohesiveness and data-based decision making.

The New Learning Organization

To lead your industry, you must commit to learning and development (L&D) in every corner of your company. Competing in global markets brings new risks and demands. For example, your “time-to-market” with new products or services must shrink even as your exposure to political, regulatory and environmental risks expands.

Immediate and in-depth knowledge of national and regional cultures and ways of working is invaluable currency. The L&D department should enable your executives and workforce to understand the company’s global opportunities and risks so decision makers at every level have knowledge when they need it. Firms that integrate learning and strategy adapt better to the complexities of global business and have the know-how to set aggressive, achievable...

About the Author

Jason Wingard ran executive education at Wharton before joining Goldman Sachs as CLO.

Comment on this summary

  • Avatar
    Sign in to share your opinion
  • Avatar
    O. K. 6 years ago
    Познавательно, спасибо
  • Avatar
    A. C. 6 years ago
    The CILS approach sounds like utopia. Which organisations have adopted his approach successfully? I’d be keen to learn from others who have managed to have this level of strategic impact in an organisation at C-Suite level.
  • Avatar
    P. U. 7 years ago
    I Understand what Learning & Leaders is, The organization must take it seriauly. they can also share their knowledge with Social medie. Thanks