Talent development should champion fairness, transparency, and accountability in AI’s use.

Classic change management advice doesn’t apply to transformational change.

How do you, as a learning professional, prepare for what you dont know is coming? How do you judge what is important and what is just a fad?In Shock of the New: The Challenge and Promise of Emerging Technology, Chad Udell and Gary Woodill create a new framework for anticipating emerging learning technologies, outlining six key perspectives you should consider with any new technology.

These tips can help organizations plan for the future.

To effectively prepare for the future of work, approach talent strategy with humility, an open mind, and a lot of questions.

If youve been directing your organizations talent development effort during the last few years, you might think youre on a journey without a map. There are few published resources to guide you in a challenge that many experts promise will only become more urgent, and necessary, in the coming years.

Organizations of all sizes continuously reorganize and realign themselves to keep up with rapidly evolving business environments. Chances are, you’ve been through at least one reorganizational restructuring or realignment in your career. A reorganization means that roles change and power dynamics shift in an organization, creating challenges to figure out how to get work done, and offering new opportunities that didn’t previously exist. A recent reorganization at the World Bank affected my team, the operations learning team, in profound ways.

Mitigating risk is more important than ever in corporate America and that is particularly true for financial services. Talent management makes an important contribution to risk mitigation by ensuring a stable leadership team with the appropriate skill sets to take a company into the future. Robust succession planning is the tool that can prepare us for the future. About 10 years ago, I learned that the succession planning process was met with skepticism and impatience. 

Toll Brothers is a public company traded on the New York Stock Exchange. In 2016, the company had revenue of $5.2 billion. Even with that track record, the firm is gearing up for serious change. Cynthiann King started with Toll Brothers in 2012 as a training director. Three promotions later she is now vice president of learning and development, with company-wide responsibility for L&D. Her boss, Joy Roman, was hired early in 2017 as the company’s first chief human resources officer. Both women’s organization-wide roles signal the rising importance of human...

Leaders help organizations maneuver transformational changes. The authors, Kartik Hosanagar and Apoorv Saxena, have argued that most of the companies are not approaching the AI-focused initiatives in the right way.

Visionary teacher and lifelong learner Pat McLagan views learning ability as software for processing daily life. And like all software, learning software require upgradesand regular reboots!

Most organizations see the value of innovation, whether it be internal innovation that revamps processes and systems, or external innovation that creates a new product or service. At some point in the innovation processmaybe ideation, planning, or even implementationcompanies encounter obstacles that stop innovation in its tracks, and ultimately the idea is abandoned.

While these concerns are understandable, dont panic. These concerns dont separate automation from augmentationor innovations that create new markets and new opportunities, but will still require humans to be successful.

Youths in the middle school age group are among the most overlooked and underserved population in Los Angeles. Experience has shown that youths are five times more likely to graduate from high school if they have a meaningful relationship with a caring adult. Enter the Los Angeles Team Mentoring program. The program was a perfect fit for California-based insurance brokerage firm Keenan & Associates's corporate social responsibility initiative to help young people get the right start in life.

Change is not difficult; our adaptation to it is.

We are in the midst of a revolution, occasioned by the disappearance of a massive number of jobs as we know them. We are experiencing the end of work as we know it. Some clear trends currently under way will present challenges for senior leaders of organizations. But first, what does the expression "the end of work" mean?

Quick! Without hesitation, jot down your company's innovation process. What's done at corporate headquarters to consistently identify high-potential ideas and translate them into market-share gains and increased profits? A mere glance at the business headlines speaks to the struggles major companies have with innovation. Institutionalizing the ability to adjust course is a...

You can't tackle innovation and creativity like you would finance management and expect to come up with the "next big idea." Innovate. Create. Transform. Invent. These are verbs; they require personal action. In other words, you have to do something to innovate. Here are a few ways C-level execs can make innovation a habit in their day-to-day workflow.

Research from the Association for Talent Development (ATD) and the Institute for Corporate Productivity (i4cp) reveals that robust cultures of learning are distinct hallmarks of organizations that consistently produce the best business resultscompanies that lead the worlds markets in revenue growth, profitability, market share, and customer satisfaction. Through the lens of high performance, ATD and i4cp explore the practices learning and development leaders are applying to drive vibrant learning cultures.