'L&D Transformation' is a term that preoccupies L&D Leaders as much as it baffles us. So what does it mean? What does it really look like? And just as importantly, what is it not?

Barbara Thompson has held titles in L&D Transformation and Innovation since 2007 and talks about why this is still an important topic today - and what we should all be doing about it.

KEY TAKEAWAYS

Transformation in L&D should mean examining the construct of the team, the operating model, governance, and looking at how technology can support all that you are doing.
When you invest in technologies before you determine your direction, then you can find yourself looking for problems to solve with this technology, rather than solve the real problems.
Transformation L&D means rethinking everything, from understanding what we should be working on, our use of data, the engagement with those we wish to influence, the types of solutions we employ, our whole perception of digital, and how we demonstrate our value.
Successful companies, such as Amazon, Monzo and Spotify, have taken a radically new viewpoint on the customer experience. Amazon matches your 'wants' to the things it can offer. Spotify asks the question “Do you want to buy music, or do you just want to listen to it?”
The shining examples of businesses doing it in the correct way are laser-focussed on solving problems, using data to ensure that there is first a problem to solve, followed by working with and for the client, putting the solution in the hands of the people who need it, making sure that the solution works before scaling it.
Some of the pitfalls in transforming L&D can include, surprisingly, letting people know that you are transforming as it sets an expectations that is hard to attain. Also not working in a agile way and failure to focus on the user experience.
One of the key enablers for transformation and innovation is the leadership team. What do they think about learning? What would they like from learning? What are the disruptive forces?
By subscribing to the notion that agility is key in transformation, we should also accept the fact that some things might work, and some things might not. Pivoting and using agility to correct these paths and try something else is completely fine.
One of the most important steps in transformation is to understand the way that education is perceived within the organisation, because this understanding will allow you to understand how better to pivot and add value.

BEST MOMENTS

‘We look for innovative solutions instead of stuff that works sometimes’
‘You change the name of what you’re doing, but you don’t change the practice’
‘What worked yesterday is not going to work today’
‘It’s relentless but successful’
‘We need to test it and iterate’

ABOUT THE GUEST

Barbara is an experienced Learning & Development practitioner who is renowned for her progressive views on the profession.

Having worked for 9 years at BP, Barbara built her skills and reputation on developing forward-thinking, results-driven L&D solutions that were way ahead of where the profession was and, perhaps, where it largely still is today.

Her roles at PA Consulting and GP Strategies see her applying her know-how in many more organisations who are looking to modernise and transform.

You can follow and connect with Barbara via:

Twitter: https://twitter.com/CaribThompson
LinkedIn: https://www.linkedin.com/in/barbarathompson1/
Blog: https://medium.com/@ba_thompson

ABOUT THE HOST

David James

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.

As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board.

CONTACT METHOD

Twitter:  https://twitter.com/davidinlearning/
LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/
Website: https://www.looop.co/

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