This article referencing data from McKinsey hits on an important point regarding the importance of governance. If we (as an industry) can figure out a solid model for the governance of L&D, I am all for it. But after two decades of hearing “we need a seat at table,” I am bored and a bit pissed. It is time to be bold and loud and get fired. I address governance in the book but more importantly this article highlights why we have to get it. Credibility, resources and respect flow from having EARNED the right with senior sponsors.
I proposed three levels of of governance ( strategic, tactical and specific) but I seriously don’t care. The goal is connecting to the business. The goal is understanding the business. I remember Ed Trolley calling this disconnect out by always asking learning leaders whether, “if the company goes out of business, are you (L&D) sill around?” The L&D organization is part of a larger whole and thinking any other way is dangerous.
Running Training Like A Business 2.0 