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. 

The way Organisational Development (OD) is initiated and deployed for any organisation is changing, and much of this evolution is down to the growing influence of human-centred design.

It shouldn’t come as a surprise to anyone that people need to be at the centre of organisational development, but up until recently the model has been more driven by those in senior management rather than the employees themselves.