Rethinking learning to support organisational performance

For the past few years, the topic of ‘skills’ has dominated thinking and discussion in learning - but are we approaching things all wrong? We seem to have forgotten the direct link between our role and continuously improving organisational performance. What if we considered the role and purpose of L&D from an ‘outside-in’ perspective?
In this session, Charles Jennings makes a powerful argument that there is a different, better way for L&D to build and maintain high-performing teams and organisations that goes beyond traditional training and skills. It covers the roles played by work design, clarity of process and purpose, psychological safety, effective leadership, and other factors driving cultures of continuous improvement and high performance.
• Performance as an output of learning
• Improving performance requires changes in both behaviours and systems
• High-performing organisations spread focus across a range of levers
• The crucial role of embedding systems thinking in our work
• Why learning from experiences is essential to achieve and retain high levels of performance