In a previous post we asked the question: is corporate learning broken, and if so, what can be done to fix it?  This post looks at whether the solution lies in technology.  The past few decades have been marked by constant upheaval in the corporate environment. We’ve seen major changes in everything from the type of roles we carry out at work and the technology we use, through to swings in management theory favoured by those in charge.

The writing is on the wall: the way organisations learn currently is under the microscope, some feel it’s broken and there’s a need to fix it.  The signs have been there for some time – the massive changes that have swept through organisations over the past few decades have brought major disruption to just about every aspect of business.

 Carry out a quick search on 70:20:10 and the discussion will be laid out before you with supporters and detractors, as well as those sitting on the fence.  It’s a lively debate based on a theory with origins almost 50 years old when Dr Allen Tough opined 70 per cent of all learning projects are self-directed and 80 per cent, possibly more, of corporate learning is informal.