More Lies About Learning: Leading Executives Separate Truth From Fiction

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Lies About Managing the Learning Function

Edward A. Trolley

Sixteen years ago, David van Adelsberg and I wrote Running Training Like a Business because we were hearing the same concerns about training from senior executives with whom we spoke, and we were seeing the same structural and financial challenges with training at companies with which we interacted (van Adelsberg and Trolley 1999).

At that time, many training organizations had large staffs and large fixed costs. Training groups were pervasive across the organizations, and they were doing their own thing. So consistency was lacking, quality uneven, and spending underleveraged. Training professionals were domain oriented, not business oriented; they were focused on building their own ...