Cascading organizational learning

Argues that learning and strategy should be indistinguishable and that the organization should seek to drive its own internal structures for learning with the same vigour and urgency as its business strategy. Considers the practicalities of crafting and implementing a learning design related to organizational priorities that also enables participants to address their own learning needs and obtain an externally accredited award for learning at work. Explains how a “cascade” approach, creating interdependencies and shared ownership of work projects, can be used to embed accredited learning.