How L&D is Supporting Democratization, Creativity & Innovation, Leadership & Change

Many managers recognize that they need to adapt to new ways of working to meet the expectations of their employers and employees. New behaviors and ways of working are driven by changes in their environment. However, what skills can changes development support?


Today’s managers are faced with the complexities that arise from many different perspectives from a multicultural, multifunctional workforce, often spread geographically over three generations. There are more generations in our workforce than ever before as those who are before retirement age extend their years of service.

In the manufacturing sector, for example, it is becoming increasingly aware of the benefits of sharing best practices and working together to drive innovation in ways that are surprising but ultimately in the interest of all. Commercial sensitivity is given nuances and boundaries drawn.

Creativity and innovation: 

We’re not talking about being good at using color! We’re talking about reversing the problem, not the old safe solution, because “that’s how we’ve always done it”. Companies need their employees to think broadly.

For managers who have completed Phases 1, 2, and 3 of their careers in technically specific roles, creative practical techniques can lead them to think more holistically about their entire organization, their current market needs, and the possibility of exploring new markets.

While these tools and techniques can be learned, their perspective can be overwhelming for those preoccupied with the idea that they are not “creative.”


Leadership and change have always been on the agenda in government, but their focus has changed. As companies increasingly recognize the importance of being more responsive, agile, and satisfied with the increasing ambiguity of staying competitive, they invest in their middle-level managers.

As a result, there has been a democratization of governance and accountability. Where previously the focus of higher education was on top teams, businesses today recognize the need to develop leadership at all levels.

Uncontrolled relationships: 

Traditional workplaces have a top-down structure, a hierarchy in which orders are placed and executed.

As more and more companies use project teams located in remote locations, the ability to influence becomes increasingly important. Managers need to learn how to influence people to get results when they don’t have direct authority or control.

Career Development: 

When the economy is booming again, standards move and companies must strive to retain good people. L&D has proven experience as a powerful retention tool. Generation Y workers are more likely to move quickly to new jobs.

Concerned about new experiences, employees must identify the development paths in their organization or they will be tempted to develop further. A structured and integrated talent management program can help employees visualize their growth plans.

Besides, local managers are expected to fulfill this quest for knowledge, development, and advancement. Coaching is a skill that can fulfill many of these needs. How much should individual managers have or can expect to fulfill this role?

(L & D) Centrality: 

Since the beginning of an employee’s career, the HR department has increasingly included a management element in training and development. The expanded organization places executive development and research at the center of its organizational strategy.

The organization’s leaders acted as ambassadors for this approach, recognizing that L&D is far more successful if it becomes part of the company’s DNA.

We work with major retailers in the UK looking to change their entire approach to research and development and highlight at every stage of your career why it matters. This cultural shift results in a holistic, company-wide approach that supports the company’s strategy and goals.

(Bitesize) Content There has been some shift towards a mixed approach to training in executive development. Instead of bringing employees to work for long periods, in-person delivery is aided by shorter periods of training and online interactions.

In the past, executive training often included an online facility, a content library. However, this approach is often unsuccessful. People just don’t use libraries.

Now used online to prepare and track personal training. It’s about making people more responsible for their development, learning at their own pace, and having access to information when they need it.

Virtual academies or online campuses give people access to the content they need. This can be especially useful for executives who are often expected to achieve “wise” or “omniscient” corporate status. Virtual academies offer a safe environment to close knowledge gaps.

In general, managers are expected to have a much broader skills repertoire, often early in their careers:

Effective management requires highly developed communication and interpersonal skills, capacity building through coaching and mentoring, problem-solving through creativity, networking via social media.

The dynamic pace of change and the combination of hard and soft skills development at all levels so that people and organizations can adapt and thrive require a lifelong commitment to professional development. both from employees and employers.

How L&D is Supporting Democratization, Creativity & Innovation, Leadership & Change

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