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What is very, very clear in our conversations,

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and in the work we're doing with people is that

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with the half-life of skills declining as they have

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from sort of 30 years to five years,

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the role of the corporate as an educator

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has changed, and education needs to become continuous

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and part of the workflow.

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In that environment,

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learning has to become something that I do naturally.

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It has to become something which

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is part of what I do every day.

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There is an obligation on me to learn continuously,

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on me to learn through my entire adulthood,

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There's an obligation on business enterprises

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to set the tone through leadership on this

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and to provide some of the infrastructure

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to make this happen.

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This is a profound shift,

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too much of what we see across our client base

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is traditional learning and development activity,

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which takes place at the end of a learning cycle,

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or takes place off campus,

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or takes place on a project,

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or on a study tour.

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At the most simple and basic level,

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if know-how is more important,

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relative to know-what,

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we need to find new ways of recognizing

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a more rapid acquisition of a broader range of skills.

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Institutions are going to need

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to change their credentialing models.

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Microcredentials are critical for reinforcing learning.

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Learning is no longer an episodic event

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that occurs off premises at an event,

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which is more like edutainment,

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or as an afterthought from the

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annual performance review process.

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It's actually something which is built into the workflow.

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My supervisor, if I'm a frontline employee,

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becomes my learning coach.

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Learning is a reflective and experiential activity

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that happens on a daily basis.

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How can I make that happen?

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Because we know to go from knowledge to skills

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to new behavior, requires habituation.

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Well the good news is most corporations have a

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series of daily, weekly, monthly, quarterly, semiannually,

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annual rhythms or routines.

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These corporate rhythms and routines can become

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the backbone of short-cycle learning inside an enterprise.

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Combine the fact that it's done with peers,

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combine the fact that there's need to do it,

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because I get judged on my performance at work,

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you have a perfect environment for creating a set

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of learning outcomes which can take knowledge

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through to skill, through to habituated behavior,

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which drives the productivity of the individual,

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which drives better customer outcomes,

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and of course, gives the enterprise a return

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on the investment that it's making in that

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individual, that team, or that group of people.