Our world has changed so much in a year. COVID-19 has gripped the planet and forced people in all walks of life to re-examine what they are doing daily, to abandon the unneeded and embrace the things that work and matter most in their respective lives. Organizations are having to embrace that strategy as well. It can be felt across the board, especially in the learning organizations.

In many cases, employees are remote and are required to learn in new ways… all while the company is finding its traditional forms of content transmission must adapt to this new reality.

Out of that, the Corporate Learning Network as devised the next iteration of Corporate Learning Week. This year’s event is all virtual and offers sessions on four non-consecutive days:  March 9, 16 & 23. The fourth day features a series of master classes and an interactive group discussion focused on the management principles of Peter F. Drucker.

One of our featured speakers is Jim Champy. He’s the Chairman Emeritus of Consulting at Dell Services and Perot Systems, Former Chairman and CEO of CSC Index, Best-selling Author (with Michael Hammer) of the 2.5 million copy best-seller Reengineering the Corporation. Being a former leader of one of the world’s most recognizable and influential brands, we asked him to look at the current trends and provide learning leaders like you a path forward into a successful 2021.

Jim Champy

Chairman Emeritus of Consulting - Dell Services and Perot Systems

Former Chairman and CEO - CSC Index

Best-selling Author (with Michael Hammer) - Reengineering the Corporation

Speaker Spotlight

What’s the most significant challenge facing learning leaders right now?

Learning leaders have to find ways of helping their organizations manage through this period of disruption. The disruption is not just about the pandemic - it’s bigger and broader. Learning leaders have to help managers and executives think about their own challenges and what the organization has to look like going forward.

What’s the solution(s) to that challenge?

The “solution” is to understand their own organization better than they most likely do now: where did it come from; how does it behave; what’s its purpose; and then how must people, process, technology, and structure change.

What’s your approach to leading the learning function?

Help senior managers and executives to rethink their organization.

What new strategies or technologies excite you most in this field?

It’s important to recognize that “digitization” isn't just about technology. It’s about changing the organization.

What are you most curious about?

I am most curious about how executives are going to get their organizations to change and how to build into the structure of organizations the ability of managing continuing change.