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Adaptability is essentially a cultural element and reflects typical thinking patterns and ways of working.
The main enemy is therefore itself a cultural one. Embedded behaviours in managers and staff, underpinned by procedures and systems which emphasise the day job and getting work done/targets achieved over development projects, networking with customers/end users and making time to be creative and challenge paradigms, individually and as a team.
L&D often focuses on sheep dip solutions and menus (look at the BBC's response to the Brand/Ross joke debacle - did everyone need to go on an ethics course at great expense to the taxpayer?). How much of the L&D budget is targeted at outward looking change and adaptability - e.g. empathy with customers and innovation vs internal issues like appraisal, teambuilding, IT etc.?
Richard - regarding this question ==> "How much of the L&D budget is targeted at outward looking change and adaptability" I think you're on to something here. I suspect the answer is 'not very much', although some aspects may be embedded in to courses on other topics. Do you think this is because we find it harder to demonstrate a clear value of such learning to those who hold the purse strings? If so what can we do about it?
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