Congratulations! You’ve convinced senior leadership to sign off on a central learning strategy. Now, how will you make sure the strategy is aligned with local business needs?
Most leaders cite sustained value creation as the most critical business objective; execution readiness is the missing link, as it can predict execution success with greater certainty.
After a company is acquired or merges with another business, each department, including learning and development, needs to merge, too.
Improving alignment between the achievement of business goals and leaders’ skills starts with the creation of a business strategy, followed by a leadership strategy, followed by a leadership development strategy.
Creating and maintaining strategic alignment between the learning and development function and the overall mission, vision and goals of the organization is the single most important responsibility of L&D leaders.
Whether we want to be the creator and driver of an organization’s vision or we want to be behind-the-scenes - everyone wants a seat at the table.
With the potential to impact every employee and define your organization’s culture, planning next year’s learning and development strategy should be a top priority.
One challenge many L&D leaders face is getting a seat at the executive table and making sure executives understand the importance of - and provide budget for - training.