At Accenture, talent development uses cutting edge technology to support human interaction.Accenture now has six regional learning centersin North America, Ireland, Spain, England, India, and Malaysiadozens of high-tech connected classrooms, and mobile learning in the pocket of every Accenture employee. At every level, and in every location, the latest advances in telecommunications and electronics are embraced, but always to serve human interaction, not to strangle it.Tech and touch are the yin and yang of the companys learning and talent development strategy.

Sonic Automotives researchers then identified more than 24 pain points in the used car buyers experience that they could improve. These pain points included several issues with the sales process, with customers often thinking that they had to deal with too many people or spend too much time buying a car.Based on this information, the organization decided to launch three pre-owned car dealerships in Colorado by November 2014.

A small telegraph company was founded in the 19th century with the simple goal of creating an efficient communication system. However, this program was not as rigorously tied to the leadership capabilities as it could have been.Despite the launch of LEAD, the employee survey in fall 2014 showed that confidence in leadership at the company still needed to improve.

Florida Blue aims to provide affordable plans, offer personal support, and build strong communities that promote health and wellness for all.In 2010, Florida Blue served 4 million of its own healthcare members and covered another 15.5 million people in 16 states through affiliated companies. Florida Blue needed a steady flow of knowledgeable call center sales agents to respond to business growth in the consumer segment as a result of healthcare reform.

Founded in Switzerland in 1872, Zurich has grown to 55,000 employees provide car, home, life, and liability protection to individuals, small businesses, and multinational organizations. Zurich has a deep commitment to its values of integrity, customer centricity, sustainable value creation, excellence, and teamwork.In 2010, the Group Operations and Technology (GOT) division was created to develop a customer service model and training, which would help drive business.

They fail because they do not mesh with company culture or the people on their teams.Thus, Genpacts company officers and talent development team understood how important it was for the executives to undergo smooth transitions to their new roles. If they didnt, the companys 72,000-plus employees in 25 countries would perform below their peak.To protect Genpacts interests, the organizations talent development function created the Global Integration Program to introduce the executives to company culture and the demands of their jobs.

As a global, integrated healthcare services and products company, Cardinal Health provides customized solutions for hospital systems, pharmacies, ambulatory surgery centers, clinical laboratories, and physician offices worldwide. Cardinal Health Chairman and CEO George Barrett attests: We are committed deeply to talent development and believe this is the secret to competitive advantage.In 2013, the organization identified mentorship as an area where it could expand and improve the effectiveness of employee development opportunities.

With the rise of online-only banks and an increase in insurance companies and large retailers expanding their offerings to include financial service solutions, brick-and-mortar banks face an increasingly crowded and competitive marketplace. Formed in 1859, New York Community Bank (NYCB) is no stranger to thriving in the face of challenges from both new and longtime competitors.The 22nd-largest bank holding company in the United States, NYCB offers its customers a wide range of competitive products and services.

TELUS, Canadas fastest-growing telecommunications company, has always taken pride in delivering excellent customer service. CEO Darren Entwistle attributes this success to an inclusive corporate culture that empowers team members to deliver what customers need and want: Our team, and the incredible culture weve built, is our companys most valuable asset and the secret to our success.However, the companys call center learning team wanted to further improve the customer experience and began developing a new customer service model in late 2013.

In 1945, Ralph F. and Alice Stayer opened a butcher shop in the quaint town of Johnsonville, Wisconsin. In particular, this growth required Johnsonville to develop leaders in manufacturing who could successfully scale up operations, lead teams, and exemplify Johnsonvilles corporate culture, which valued integrity, respect, and innovation.Following the results of a survey that identified current manufacturing leaders skills gaps, the senior leader team recommended that the organizational development and learning (ODL) team launch the Building Leaders and...

As Hiltons portfolio continues to expand, so does its demand for new training. All of them needed some level of training, and existing team members also required ongoing learning.

Mindtree Limited, an India-based IT consultancy with offices in 14 countries, operates in a hypercompetitive industry. The engineering skills it requires are scarce in India or come at a premium.

University Health System (UHS), a nonprofit based in San Antonio, Texas, operates a nationally recognized acute care teaching hospital and a network of outpatient care centers. Hernndezs philosophy is simple: Employees are the organizations greatest resource and learning is critical if UHS is to achieve its mission of delivering quality care, efficiency, and a great patient experience.

The year 2007 represents a watershed moment for Louisville-based Signature HealthCARE, a leading provider of long-term nursing care. Yet despite establishing that culture early on, it became clear to Steier and other executives at Signature that they still faced challenges.

Its difficult to underestimate the importance of learning to the success of Cerner, one of the largest health care information service providers in the United States, with $4.4 billion in annual revenues and over 23,000 associates. Onboarding of new associates has been a key focus area for learning, and software engineering onboarding in particular has been a challenge given rapidly changing technology.

CEO Natarajan Chandrasekaran recognizes how a learning culture helps his organization stay competitive in the rapidly changing global business environment. These problems arose because clients were more comfortable conversing in French, and most of the consultants working with them did not speak much French, despite having business and IT expertise.

They designed and implemented the Haworth Leadership Institute (HLI), which included development programs for managers and leaders at all levels of the organization. Thus, in 2014, Harten and the HR team set out to design and launch a program to help them build these skills: The Aspiring Leader Program.

In 1945, Ralph F. and Alice Stayer opened a butcher shop in the quaint town of Johnsonville, Wisconsin. In particular, this growth required Johnsonville to develop leaders in manufacturing who could successfully scale up operations, lead teams, and exemplify Johnsonvilles corporate culture, which valued integrity, respect, and innovation.Following the results of a survey that identified current manufacturing leaders skills gaps, the senior leader team recommended that the organizational development and learning (ODL) team launch the Building Leaders and...

Creativity dreams up ideas, but innovation carries them through. How else does a company remain both productive and adaptive?

The argument: Agile is the better method for developing learning solutions. ADDIE, SAM, waterfall, Agile—all are approaches that can be used by L&D professionals. And all have their advantages and disadvantages. Overall, however, does Agile come out on top?