Revolutionize Learning & Development: Performance and Innovation Strategy for the Information Age -- Copyright -- Contents -- Foreword -- Preface -- Acknowledgments -- About the Author -- Introduction -- Why -- What -- Not -- How -- Use -- About the American Society for Training & Development -- Chapter 1: A Call to Arms -- #Fail -- Harnessing Magic -- Performance -- Bottom Line -- Section 1: Status Quo -- Chapter 2: Our World -- Change -- Change in Companies -- Bottom Line -- Chapter 3: Our Industry -- Inadequate -- Event-Ful -- Cobbler's Children -- Wrong Focus -- Disengaging -- Insufficient Practice -- Antisocial -- Unresolved -- Rigid -- Mismeasured -- Mythed Foundations -- Barriers -- No Credibility -- Bottom Line -- Section 2: "To Hand" -- Chapter 4: Our Brains -- Our Brains in Action -- Our Brains on Learning -- Bottom Line -- Chapter 5: Our Organizations -- Empowerment -- Communication -- Culture -- Bottom Line -- Chapter 6: Our Technology -- Formal -- Performance Support -- Social -- Mobile -- Infrastructure -- Bottom Line -- Section 3: Aligning -- Chapter 7: A Framework for Moving Forward -- Bottom Line -- Chapter 8: What Does This Look Like? -- Stakeholder Perspectives -- Employee Perspective -- Manager Perspective -- Executive Perspective -- L&D Perspective -- Case Studies -- Mark Britz -- What Are Your Organization's Characteristics? -- What Situation Did You Come Into? -- What Is Your Strategic Plan? -- How Is It Working? -- What Advice Would You Give to Others? -- Tulser -- What Are the Organization's Characteristics? -- What Situation Did You Come Into? -- What Was Your Strategic Plan? -- How Did It Work? -- What Advice Would You Give to Others? -- Jane Bozarth -- Background -- Strategy/Solution -- Results -- Allison Anderson -- What Are the Organization's Characteristics? -- What Situation Did You Come Into?.

What Was Your Strategic Plan? -- How Is It Working? -- What Advice Would You Give to Others? -- Charles Jennings -- What Were the Organization's Characteristics? -- What Situation Did You Come Into? -- What Was Your Strategic Plan? -- How Did It Work? -- What Advice Would You Give to Others? -- Assess Yourself -- Bottom Line -- Chapter 9: Re-Think -- Performance as Strategy -- Doing Less -- Learning as Culture -- Organization -- Supporting Work -- Bottom Line -- Leader Reflections -- Allison Rossett -- What Do You See as the Needed Change in L&D? -- What Are Organizations Doing Well? -- What Are Organizations Still Messing Up? -- How Can Organizations Go from Where They Are to Where They Need to Be? -- Marc Rosenberg -- What Do You See as the Needed Change in L&D? -- What Are Organizations Doing Well? -- What Are Organizations Still Messing Up? -- How Can Organizations Go from Where They Are to Where They Need to Be? -- Section 4: Path Forward -- Chapter 10: Re-Do -- Performance Consulting -- Broader Analysis -- Backwards Design -- Specific Solutions -- Development Facilitation -- Getting Informal -- Meta-Learning -- Prioritization -- Measured -- Tech -- Social -- Infrastructure -- Pragmatics -- Bottom Line -- Chapter 11: Moving Forward -- Parallel Paths -- The Money Story -- The Long Game -- Conclusion -- References -- Appendix A: The LPI Capability Map -- Appendix B: The Towards Maturity Model -- Appendix C: ASTD Competency Model -- Index.