Chief Learning Officer - March 2008 - (Page 42) tactics the knowledge sharing, then a big role for the CLO is to try to figure out how to make that happen.” Cedric Coco, vice president of learning and organizational effectiveness for Lowe’s Companies Inc., said CLOs should take a holis- tic approach to create a learning “ecosystem” that integrates people, process and technology to leverage intellectual capital. “The magnitude of growth of available information about any given topic has far exceeded what a man or woman has been able to retain,” he said. “You have to realize that as a cornerstone of your learning and development strategy, and then you figure out how to leverage technology, how to leverage job aids — how to leverage a systems approach around people, process and tools to make sure that you can stay in sync with that migration of data and human capability.” Emerging technologies, including wikis, blogs and communities of practice, show promise but are not an all-encompassing solution. “When you look at it at the end of the day, it’s even beyond technology, it’s even beyond the principles of a human’s ability to retain information,” Coco said. “It starts getting to the whole concept of social engineering.” A social engineering perspective requires CLOs to cede control and ownership of knowledge to the workforce and focus instead on analyzing the community and shaping it for optimal performance. “The majority of the knowledge of an organization exists in its people, not in the formal infrastructure around training and learning and development and HR,” Coco said. “You can’t try to control it. You have to figure out how do you facilitate it and foster the growth of that knowledge and capability.” By taking a social engineering perspective, CLOs analyze the workforce, observe how they do their work, monitor perform- http://www.knowledgeadvisors.com/tada
Table of Contents Feed for the Digital Edition of Chief Learning Officer - March 2008 Chief Learning Officer - March 2008 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Learning Solutions The Treasury Board of Saskatchewan: Training the Trainers With Experiential Learning Clo Profile Environment Xerox: Creating a Learning Masterpiece Tactics Capturing the Knowledge of the Workforce Productivity Succession Planning Tips from the U.S. GAO Human Capital Influencing Competency Management Case Study Case Study Business Intelligence Advertisers' Index Editorial Resources In Conclusion Chief Learning Officer - March 2008 Chief Learning Officer - March 2008 - (Page Intro) Chief Learning Officer - March 2008 - Chief Learning Officer - March 2008 (Page Cover1) Chief Learning Officer - March 2008 - Chief Learning Officer - March 2008 (Page Cover2) Chief Learning Officer - March 2008 - Chief Learning Officer - March 2008 (Page 3) Chief Learning Officer - March 2008 - Editor's Letter (Page 4) Chief Learning Officer - March 2008 - Editor's Letter (Page 5) Chief Learning Officer - March 2008 - Editor's Letter (Page 6) Chief Learning Officer - March 2008 - Editor's Letter (Page 7) Chief Learning Officer - March 2008 - Editor's Letter (Page 8) Chief Learning Officer - March 2008 - Table of Contents (Page 9) Chief Learning Officer - March 2008 - Table of Contents (Page 10) Chief Learning Officer - March 2008 - Table of Contents (Page 11) Chief Learning Officer - March 2008 - Imperatives (Page 12) Chief Learning Officer - March 2008 - Imperatives (Page 13) Chief Learning Officer - March 2008 - Imperatives (Page 14) Chief Learning Officer - March 2008 - Imperatives (Page 15) Chief Learning Officer - March 2008 - Selling Up, Selling Down (Page 16) Chief Learning Officer - March 2008 - Selling Up, Selling Down (Page 17) Chief Learning Officer - March 2008 - Strategies (Page 18) Chief Learning Officer - March 2008 - Strategies (Page 19) Chief Learning Officer - March 2008 - Take Five (Page 20) Chief Learning Officer - March 2008 - Take Five (Page 21) Chief Learning Officer - March 2008 - Learning Solutions (Page 22) Chief Learning Officer - March 2008 - Learning Solutions (Page 23) Chief Learning Officer - March 2008 - Learning Solutions (Page 24) Chief Learning Officer - March 2008 - The Treasury Board of Saskatchewan: Training the Trainers With Experiential Learning (Page 25) Chief Learning Officer - March 2008 - Clo Profile (Page 26) Chief Learning Officer - March 2008 - Clo Profile (Page 27) Chief Learning Officer - March 2008 - Clo Profile (Page 28) Chief Learning Officer - March 2008 - Clo Profile (Page 29) Chief Learning Officer - March 2008 - Environment (Page 30) Chief Learning Officer - March 2008 - Environment (Page 31) Chief Learning Officer - March 2008 - Xerox: Creating a Learning Masterpiece (Page 32) Chief Learning Officer - March 2008 - Xerox: Creating a Learning Masterpiece (Page 33) Chief Learning Officer - March 2008 - Xerox: Creating a Learning Masterpiece (Page 34) Chief Learning Officer - March 2008 - Xerox: Creating a Learning Masterpiece (Page 35) Chief Learning Officer - March 2008 - Xerox: Creating a Learning Masterpiece (Page 36) Chief Learning Officer - March 2008 - Xerox: Creating a Learning Masterpiece (Page 37) Chief Learning Officer - March 2008 - Tactics (Page 38) Chief Learning Officer - March 2008 - Tactics (Page 39) Chief Learning Officer - March 2008 - Tactics (Page 40) Chief Learning Officer - March 2008 - Capturing the Knowledge of the Workforce (Page 41) Chief Learning Officer - March 2008 - Capturing the Knowledge of the Workforce (Page 42) Chief Learning Officer - March 2008 - Capturing the Knowledge of the Workforce (Page 43) Chief Learning Officer - March 2008 - Productivity (Page 44) Chief Learning Officer - March 2008 - Productivity (Page 45) Chief Learning Officer - March 2008 - Succession Planning Tips from the U.S. GAO (Page 46) Chief Learning Officer - March 2008 - Succession Planning Tips from the U.S. GAO (Page 47) Chief Learning Officer - March 2008 - Human Capital (Page 48) Chief Learning Officer - March 2008 - Human Capital (Page 49) Chief Learning Officer - March 2008 - Human Capital (Page 50) Chief Learning Officer - March 2008 - Influencing Competency Management (Page 51) Chief Learning Officer - March 2008 - Case Study (Page 52) Chief Learning Officer - March 2008 - Case Study (Page 53) Chief Learning Officer - March 2008 - Case Study (Page 54) Chief Learning Officer - March 2008 - Case Study (Page 55) Chief Learning Officer - March 2008 - Case Study (Page 56) Chief Learning Officer - March 2008 - Case Study (Page 57) Chief Learning Officer - March 2008 - Business Intelligence (Page 58) Chief Learning Officer - March 2008 - Business Intelligence (Page 59) Chief Learning Officer - March 2008 - Business Intelligence (Page 60) Chief Learning Officer - March 2008 - Business Intelligence (Page 61) Chief Learning Officer - March 2008 - Business Intelligence (Page 62) Chief Learning Officer - March 2008 - Business Intelligence (Page 63) Chief Learning Officer - March 2008 - Business Intelligence (Page 64) Chief Learning Officer - March 2008 - Editorial Resources (Page 65) Chief Learning Officer - March 2008 - In Conclusion (Page 66) Chief Learning Officer - March 2008 - In Conclusion (Page Cover3) Chief Learning Officer - March 2008 - In Conclusion (Page Cover4)
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