The High-impact Learning Organization of 2021

Conference Archive

DevLearn 2011 Conference - November 2, 2011

David Mallon

VP Research
Bersin by Deloitte, Deloitte Consulting

Imagine it’s the year 2021. A decade earlier, back in 2011, Bersin & Associates research pointed to a fundamentally changing workplace and workforce. New technologies and new demographics were changing basic expectations and relations between employee and employer. The Great Recession had shocked organizations into recognizing that competitive advantage required a strategic focus on talent, and that organizational agility relied on building strong, sustaining cultures of learning, led by business. Learning and Development (L&D) was at a crossroads. Existing models met basic needs, but reliance on them risked long-term marginalization and irrelevancy. Enabling organizational learning, deep specialization, and talent mobility spelled wholesale changes throughout the learning organization and would encompass people, processes, and infrastructure.

Participants in this session will get highlights from that 2011 study, some research-based predictions for success in the decade ahead, an update of capability development and integrated talent management, a description of the ideal learning organization in support of changing workforces and workplaces, and the changing reasons for having an L&D function. Research shows that the workplace and workforce are fundamentally changing, and many are grappling with globalization of their workforce, new technologies, changing demographics, and skills gaps.

In this session, you will learn:

  • An update of capability development
  • An update of integrated talent management
  • An update of an ideal learning organization in support of changing workforces and workplaces
  • The changing reasons for having an L&D function
Audience: Intermediate designers, developers, managers, executives, and others with a basic understanding of the L&D function and some awareness of how it is evolving.


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