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The Continued Evolution of the CLO
Amid ongoing transformation of the CLO role, today’s learning leaders need to continue to hone their business acumen.
As CEO of Korn/Ferry’s leadership and talent consulting practice, Ana Dutra has a window into the internal workings of many of the world’s largest companies.The present shows a much different picture, however. For the 10-year anniversary of the magazine, Chief Learning Officer asked Dutra how and why the role of CLO has shifted from order-taker in chief to a strategic business partner.What was the pivot point of the shift?
There were two big triggers — and unfortunately both related to negative events. You saw the first shift when the Internet bubble grew and when it burst. When it grew, it started to become very clear that successful executives did not necessarily follow a traditional path, educationally or from an experience perspective. You had extremely successful people who were not your traditional profile at all. When the Internet bubble burst, so many people were laid off and there was a need to do much more with less that companies needed to be more mindful of where they spend the training and development money they had available. That was trigger No. 1.What that does — and this is directly related to No. 2 — is it shifted the decision-making around who is going to take the leadership role or who is in line for succession planning from just answering the question about how executives have performed in their last job to look at what are the real competencies that we need moving forward, and who among our high performers truly has the potential and truly has the agility to succeed in the future.And the second trigger was actually this world financial crisis that kicked off in 2008 and has not ended yet. Think about stages. Stage one is a light bulb goes on and [we see that] successful people do not necessarily follow the same road. There are things people bring to the table in terms of the way they are wired and different experiences that companies were not vetting at all and that they could not ignore. Stage No. 2 is we get into the world financial crisis in 2008 and suddenly succession planning and leadership development and decisions around where to put money moves up the CEO agenda. It is no longer an HR issue and the decisions are no longer made just in the HR purview.
The Next Generation of HR: What’s Wrong? What’s Right?
May 23rd 1:00pm - 2:00pm CT
2013 CLO Breakfast Club, Boston
September 12th - 12th, 2013The Westin Copley Place
Fall 2013 CLO Symposium
September 30th - October 2nd, 2013Rancho Las Palmas Resort & Spa
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