In this episode of the L&D Transformation podcast, Jack Gottlieb interviews Lou Tedrick, the VP for Global Learning and Development at Verizon. Lou explains that her role involves supporting employees and external learners who contribute to Verizon's customer experience. She emphasizes the importance of the intersection between employee development, organizational culture, and customer engagement.

Lou discusses the exciting opportunities in learning and development at Verizon, as the work directly impacts frontline team members who deliver a great customer experience and contribute to the company's revenue and growth. She also highlights the need for upskilling and reskilling the workforce to keep pace with the rapidly changing demands of the digital and business transformation.

Lou stresses the importance of aligning learning initiatives with business priorities and leveraging technology that meets the high expectations set by consumer-grade applications. She shares insights on staying connected with learners and incorporating their input in solution development. Lou advises talent development leaders to understand their clients' business needs, stay curious, and actively participate in discussions. She also recommends staying updated on learning technologies and observing how people learn outside the enterprise to ensure a seamless learning experience from personal to work life.

Lou emphasizes the significance of creating touch points and engaging directly with various stakeholders, customers, and employees to align learning initiatives with organizational goals. Lou mentions her sons' influence in recognizing the potential of commercialized learning and highlights the importance of being inspired by the next generation of learners.

In a recent podcast interview, Shradha Prakash, the talent management leader for Prudential's US and international businesses, discussed the evolving landscape of learning and development. She highlighted the accessibility and fun aspects of learning, facilitated by technology platforms that extend beyond traditional corporate or classroom settings.

Shradha emphasized the increasing focus on employee experience, well-being, and holistic development, enabled by technology's transformation of the learning function. She also discussed the importance of aligning talent development with organizational capability, creating leaders who can effectively balance business outcomes and employee well-being. Additionally, Shradha emphasized the significance of coaching and mentoring as crucial capabilities for talent development leaders, fostering an environment that enables leaders to thrive and grow.

Ultimately, she emphasized the need to utilize the abundance of available learning resources to create personalized learning experiences that empower individuals. Shradha drew inspiration from individuals like her grandfather, Michelle Obama, Trevor Noah, and Satya Nadella, who exemplify the courage to take unconventional paths while remaining connected to their roots, inspiring her to strive for holistic personal and professional growth.

Steven Childs, CHRO of Panasonic Automotive and an executive coach, delves into the dynamic world of learning and development. With the evolving priorities and transformations within organizations, Childs emphasizes the vast opportunities present in the L&D space. He emphasizes the need to consolidate various aspects, such as technology tools, leadership skills, and mindset, under the umbrella of a "modern workplace," where transparency and continuous learning are valued. Childs draws inspiration from companies like Worldwide Technologies (WWT), where the executive team's unwavering commitment to developing leaders and embedding L&D in their culture sets an example for organizations worldwide.

As Childs reflects on his role in L&D, he expresses excitement about the open landscape that exists today. Organizations are no longer just grappling with what to cultivate in terms of learning objectives but are now faced with the challenge of prioritizing and maximizing the potential of their L&D initiatives. This shift towards employee experience and holistic development stems from the recognition that increased leadership skills are no longer a mere luxury but a necessity for success in today's business environment. Authenticity, effective communication, and change navigation have become crucial competencies for leaders to remain competitive and lead at a high level.

Childs describes how Panasonic Automotive has shifted from a traditional approach of HR and L&D teams delivering training to leveraging their high-potential team as trainers. This shift has not only increased engagement but also allowed employees to participate in workshops tailored to their specific needs and development plans.

Drawing inspiration from companies like WWT, Childs champions the notion of bringing L&D into the heart of an organization's culture. He highlights the exceptional commitment demonstrated by the executive team at WWT in holding themselves accountable for developing leaders and making L&D an integral part of their organizational fabric.