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OUR VIEW

The Need for LEARNING AGILITY I

f you paid attention to the last World Economic Forum, you know there was a lot of debate about how to lead the dramatic technological changes happening worldwide—what some people are calling the fourth industrial revolution. Rapid advancements in artificial intelligence and radical changes to business processes inevitably lead to discussion over whether people are equipped to operate effectively within all this change. As Erika Andersen puts it in her piece, “How to Become a Master Learner,” even if you’re in the same job with the same team as five years ago, chances are that your job (and the skills you need to be successful) have changed. Learning agility—on the personal level and the organizational level—has become vitally important. Learning agility in a VUCA world is as much about quickly identifying needs as it is about addressing them. To help your company become a high-performing, sustainable organization that meets its objectives, you need to continually assess training needs—both where you fall short and how you compare to the competition—and respond quickly to repair your shortcomings. What’s more, you can’t change behaviors and get better outcomes from a one-size-fits-all training solution. You need to target your training and development to specific needs as they arise. Training should reflect your brand and address your customer’s needs as well as the changes in your industry. And you need to do all of this with an eye to the future. As Robert Bolton and Dorothy Grover Bolton point out in What Great Trainers Do (an excerpt can be found on page 19), the two intertwined, dynamic elements of training are content and process. Powerful training happens when content and process flow together and blend seamlessly to foster peak learning. AMA believes in a targeted approach to talent management, and training that takes into account not only the content but the process. We’ve deliberately developed a broad management training curriculum that carefully targets programs to specific needs to ensure effectiveness. We have proven delivery capabilities for every stage of talent management. From new talent acquisition and onboarding, to skill and behavior development, to performance management, we can help you align your training to ever-shifting needs. Give us a call and find out how we can quickly assess your staff and benchmark them against more than 8,000 individuals around the world and across industries.

Edward T. Reilly President and CEO American Management Association

48 I AMA QUARTERLY I SPRING 2016

AMA Quarterly Spring 2016  

Journal of The American Management Association

AMA Quarterly Spring 2016  

Journal of The American Management Association