An Integrative Approach to Leader Development by David V. Day, Michelle Harrison and Stanley Halpin: 2007
“Leaders tell us they are operating in a bewildering new environment in which little is certain, the tempo is quicker, and the dynamics are more complex. They worry that it is impossible for chief executives to stay on top of all the things they need to know to do their job.”
The McKinsey Quarterly Report of June 2012, “Leading in the 21st Century”
“Over the coming decades, an accelerating rate of change will test the resilience of every society, organisation and individual. Hence the most important question for any organisation is this: Are we changing as fast as the world around us?”
The Future of Management, by Gary Hamel: 2007
“We live in a world where the barriers to competition are coming down. Knowledge itself is becoming a commodity. In this environment, the only way to protect yourself is through innovation.”
What Happens Now, by Gary Hamel: 2012
“The culture and tools of the Web are making traditional modes of leadership obsolescent, while offering new opportunities for enhancing its impact”.
The Bertelsman Report 2011 “The Leadership Implications of the Evolving Web”
“Huge changes are afoot in the workplace, Hierarchies are flattening, organisational boundaries are softening and extending to form what is called “an extended enterprise”.
“Leadership and Learning for the Extended Enterprise” by Charles Jennings 2012
“There is an increasing emphasis on learning by “doing” rather than learning by “knowledge”. This has been driven by the rapidly increasing volumes of information that knowledge workers need to know, the fact that most of this information is unstructured, and the dynamic nature of much of the information needed – where the average shelf life of information is decreasing year by year.”
“Effective Learning with 70:20:10” by Charles Jennings, 2011
“In the early days of e-learning the problem was developing content; now the problem is developing context around the content. The problem now is information architecture; tagging and organising content, so that an individual can find what they need and use it because, if they start browsing around different things and they find 1000 different things, they are not going to use any of it.”
Josh Bersin, Educa On-line 2010
“Knowledge mobilization can be defined as “ bringing knowledge, people and action together to create value”.
- Knowledge is built on information and experience, and is often dependent on context.
- Knowledge has no inherent “goodness”. It is how it is used which creates value.
- Knowledge is the human capacity to take effective action in varied and uncertain situations. By capacity, we mean both potential and actual ability.”
Knowledge Mobilization – moving from research to action by Alex and David Bennet: 2007
In summary, there appears to be a growing consensus of opinion that L&D professionals have to develop new teaching and learning solutions, to match the changing needs of their clients and take notice of the fact that:
- we are living in an age of constant change;
- the rate of change is accelerating;
- in some cases, such as information and technology, the rate of change or growth is exponential – not linear;
- the rate of change is creating a more complex environment and more uncertain future, in which forecasting and decision-making become more difficult;
- organisation structures and behaviours need to change and adapt in order to work effectively in a climate of rapid change, increasing complexity and growing uncertainty about the future.
The Future Leaders Programme makes participants aware of the changes that are happening, including the drivers of change (e.g. developments in science and technology) and their possible consequences:
- it encourages participants to research and reflect on the impact these changes may have on their future lives and work;
- it challenges them to think creatively, to develop innovative solutions to real risks and threats, and to present their proposals convincingly to decision makers;
- it gives them the opportunity to demonstrate their talents and leadership skills in situations which may determine the future of the organisations in which they work;
- it develops their ability to use digital information and communications technology for leading and managing others, for learning and for collaborative working;
- it demonstrates the importance of information architecture and collaborative working to profit from the exponential growth of knowledge.
The Forevue Knowledge Library