About 15 years ago, FranklinCovey embarked on a journey to transform from a company focused on training content to a company focused on training results.
Tag: Strategic Alignment
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All organizations, regardless of the country where they are headquartered, are struggling with the development and movement of talent to deal with the globally dispersed and culturally diverse workplace and marketplace.
Making sure you have the right people to train may seem like a blindingly obvious statement. Yet it is not unusual to find a disconnect between the way that recruitment is done and the learning function.
The world of corporate learning is undergoing the most radical transformation in a generation. The impact of new technologies, the onset of the Fourth Industrial Revolution and sweeping demographic changes are placing a new set of demands on training.
Today’s workforce is on the move. Between flexible hours, remote employees and global teams, organizations need extra bandwidth to go the distance and meet the training needs of a dispersed workforce.
Through our years of research on what makes a great training organization, we’ve identified eight core capabilities of high-performing training organizations.
When we found out the central theme of this issue was “strategic alignment,” several executive acquaintances flashed through our heads. None was more prominent than the image of David Brennan.
When it comes to diversity and inclusion (D&I), having an aligned strategy is of critical importance. D&I are essentially standalone concepts.
On the surface, “strategic alignment” is easy to understand It simply requires that people executing a business strategy be on the same page.
Working for a global organization oftentimes means working on projects with people from around the globe who have very different skill sets and backgrounds.