Chief Learning Officer - September 2007 - (Page 9)

table of contents September 2007 24 learning solutions Yaarit Silverstone, Neil Lawson and Craig Mindrum Learning’s Place During CEO Transitions About one-third of new CEOs spend fewer than three years in their roles. Because CEO transitions now occur more frequently, it is especially important for companies to execute those transitions effectively. Learning executives can help make the transition less painful and more productive for the company. 36 environment David Austin Improving Customer Service Through Learning Although customer service organizations are frequently treated as cost centers, increased investment in the this function can help them become areas for competitive advantage. One way to improve it is with learning and decision support, with CLOs taking the lead. 42 tactics J. LeRoy Ward Capitalize on Your Human Capital 24 46 productivity Jeffrey Berk If executed correctly, a quality learning program will provide your employees with the requisite skills they need to do their jobs well. People don’t come to work to fail — they come to succeed, and we need to help them do that. 46 Readiness Assessments: Measuring and Narrowing Gaps Through readiness assessments, learning leaders can provide guidance through the unknowns of learning analytics, build a measurement strategy and document gaps in the current “as is” state versus the future “should be” state. on the web www.clomedia.com Beyond Track Records: Helping Successor CEOs Navigate Transitions Deborah E. Wallace Turnover at the top brings with it a fragile and critical leadership transition that must be expertly planned and executed. What must in-coming CEOs know in order to achieve organizational stability during a time of natural upheaval? China Phobia: Taming the Training Dragon Robert Ubell Despite reports that China graduates millions of qualified technical workers every year, in reality, these graduates will still need extensive training and development once they enter the global workforce. 50 human capital Alan Hewitt and Eric Lesser Critical Organizational Competencies for a Globally Integrated World At the center of the globally integrated enterprise is the workforce itself. To successfully operate in a globally integrated world, an enterprise must build a set of core competencies aimed at optimizing the workforce. 42 http://www.clomedia.com

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Editor's Letter Contents Letters to the Editor Strategies Selling up, Selling Down Take Five Imperatives Guest Editorial Learning Solutions Embarking on a Learning Journey Clo Profile Environment CIGNA Service Operations: Making Strategic Change Happen, and Making It Stick Tactics Black & Decker: On-Demand Learning Creation and Consumption Productivity The Army You Have Human Capital Holiday Inn Express: Delivering Critical Training Globally Case Study: Tegan Jones Business Intelligence Case Study: Lisa Rummler Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - September 2007

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