Skills development: How can you make the learning count?

My recent work with a variety of UK and Global customers on talent and organisational development issues has revealed a number of recurring client concerns. These include; how to make learning opportunities more individualised and adaptable for the current context, how to enable learning to be more mobile with organised forums set up to share knowledge and finally how to have learning curated through LMS type platforms. All of this of course, while demonstrating the impact. These challenges need to be made sense of and aligned by those sponsoring, facilitating and undergoing the learning, often in an iterative way.  

Whilst most organisations recognise the value of equipping their managers with the skills they need to perform, unfortunately, evidence suggests that the bulk of training expenditure fails to change behaviour and performance.¹ This is perhaps since even after learning new skills, behaviour change often requires individuals to unlearn habits and their normal ways of working.