Determine if communication is damaging your organization's health, and then use these tips to cure the chaos.
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Topic: Strategy, Alignment and Planning
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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.
The impacts of big data analysis can be seen all around us. If you’ve ever bought a product that Amazon’s recommended for you, or found Google predicting the exact term you were about to search for, that’s it in action.
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.
On the surface, “strategic alignment” is easy to understand It simply requires that people executing a business strategy be on the same page.