The next most important factor is what the tutor/ instructional designer does before the learning takes place and the third key factor is what the manager does after the learning has taken place. Jennings added: "Giving people new knowledge and skills is way down the list!"


He went on to outline the eight underpinning principles of learning strategy:

• Volatility, uncertainty, complexity and ambiguity (VUCA) impacts all we do - and there is increasing VUCA in the world.
• Workplace dynamics are changing - in terms of working routines, resources and behaviours.
• Real 'adult learning' is a product of experiences, practice, conversations and reflection.
• Learning and development strategy must align with business strategy in that it must be business driven; scaleable; innovative; effective and efficient, and cost-constrained.
• Learning strategy must be based on 'new world' thinking and practice - moving from the world of 'push', mandated learning models to 'pull', personalised, collaborative, user-generated, flexible, new media delivered forms of learning.
• 'Generational thinking' must be taken into account - realising that the 'boomer' generation's consumer, teacher/lecture-based, autocratic approach to learning is being replaced by Generation Y's belief in learning that is co-created, self-directed, online 24 x 7; interactive and collaborative.
• Knowledge retention is no longer a key differentiator for knowledge workers. Indeed, 'unlearning' useless and outdated skills could be a key skill in the 21st century.
• Access to knowledge - especially at the point of need - is now a key differentiator for knowledge workers because it provides them with a competitive edge.

For over 20 years, Bob Little has specialised in writing about, and commentating on, corporate learning - especially elearning - and technology-related subjects. His work has been published in the UK, Continental Europe, the USA and Australia.
You can contact Bob.