@a83672b0 @43d7c4ea Gosh, where to start. One aspect was a completely different approach to learning and development: the expectation was that even senior leadership would continue doing formal and informal L&D, and time was built in to allow it (if you were doing a course, you were expected and supported to devote 20% of your time to doing it). But there was a lot more – for example, in change management there were formal methodologies used which I’d never seen before.
@210de87f @a83672b0
To which I would add the very big difference between horizon-planning in UK finance-focussed business (which looks to quarter by quarter performance) and many family-fcoussed Mittlestand firms in Germany that have a much longer time frame for strategic thinking
@210de87f The L&D is a *real* problem where I work. The MD will only consider offering training where it's pertinent to the immediate profitability of the company or legally required. As a result, anyone here who's doing any training is doing it self-funded, and will leave as soon as they're able to. @a83672b0 @43d7c4ea
@b18e71d1 @a83672b0 @43d7c4ea Oh yes. You wouldn’t believe how many times over the years I’ve heard – from senior leaders! – that “if we train people they just want a pay rise or leave to go someone else”.
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