LT - Workplace Learning and Training
Future Proof L&D: From Learning Value to Business Value
Date Monday, Nov 30 Time –
How can L&D move from an "order taker" business model to a "value creator business model?This interactive session explores five drivers for future-proofing L&D departments. Diagnose your current model, choose your desired model, discussstakeholder involvement and reflect on the deeper strategic changes that are needed to demonstrate the impact of L&D.
70:20:10 Institute, The Netherlands
Vivian is Co-Founder of the 70:20:10 Institute and co-owner of Tulser B.V.
Her strength is her strategic thinking combined with pragmatism and a knife-like focus on execution. She has consulted on a wide range of projects at every level for the implementation of 70:20:10 solutions. Her projects have covered managment development change, the implementation of electronic patient files and across other areas. Vivian’s strengths are in a total focus on the execution of the Performance Detective tasks, and of those of the Performance Tracker and the Performance Game Changer.
Tulser / 70:20:10 Institute, UK
Charles is a leading expert on building and implementing 70:20:10 learning and performance strategies. He is co-founder of the 70:20:10 Institute. The Institute is the premier centre for 70:20:10 and Value-Based L&D and works with organisations around the world to help improve performance and business outcomes.
His 40-year career includes roles as a business school professor, as a chief learning officer, and as a senior advisor and member of boards and steering groups for international learning, performance and business bodies. He has deep experience of corporate L&D, Talent and HR, having held senior CLO roles in global companies. Charles is a member of advisory boards and steering groups for international learning, performance and business bodies around the world.
Charles is also a member of the Internet Time Alliance, a small multinational think-tank of leading learning and business performance practitioners helping organisations exploit emerging practice in informal and social learning to ‘work smarter’.