The Chief Learning Officer: Driving Value Within a Changing Organization Through Learning and Development

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Tamar Elkeles, vice president of Qualcomm Learning Center and co-author of The Chief Learning Officer, has been named 2010 CLO of the Year by Chief Learning Officer magazine

"Since she began with the company in 1992, Tamar Elkeles has built the Qualcomm Learning Center from a one-person operation into a sophisticated, integrated and innovative strategic resource for the organization" said Norm Kamikow, president and editor in chief of Chief Learning Officer magazine.

Congratulations Tamar!


New business realities and customer demands, coupled with new technologies in a changing competitive landscape are causing corporate learning departments to rethink their value, role, and impact in the organization. In a constantly changing business landscape with limited resources and tight budgets, learning must be viewed as essential to a successful achievement of business goals. The individual driving this function, the Chief Learning Officer (CLO), is in a unique position to add significant value to the organization. The role of the CLO is to drive value, focusing on issues such as business alignment, managing resources, innovation, customer service and ROI. The challenge is to show value to the organization in terms that business leaders and financial analysts can understand and appreciate. Written from the perspective of the CLO, this book discusses nine important value-adding strategies, making up this critical role of the CLO of the future. At least twenty high profile CLOs provide their strategies on each of these issues. This book is essential reading for both the training and HR communities who need to show the value and connect learning to the business. This book shows the value that can be achieved in the organization if it is managed and organized properly and the appropriate leadership is provided.

* Real world strategies from successful CLO's
* Practical applications for skill development
* Shows how to connect the learning enterprise to the business.

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Trends and Issues
2 Developing the Strategy
3 Setting the Investment Level
4 Aligning the Learning Enterprise with Business Needs ...
Learning Is Not Always the Answer ...
6 Creating ValueBased Delivery
7 Managing for Value
8 Demonstrating Value from the Learning Enterprise Including ROI ...
9 Managing Talent for Value
10 Developing Productive Management Relationships ...
11 The Voices of CLOs

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About the author (2007)

Jack J. Phillips, Ph.D., a renowned expert of measurement and evaluation, is with the Jack Phillips Center for Research, a division of the Franklin-Covey Company. He provides consulting services for Fortune 500 companies in the USA and to organizations in 36 countries. Previously, Phillips served as senior HR officer in three firms, bank president, and founder and president of a major consulting firm, which is now owned by the Franklin-Covey Company. He is also an author or editor of more than 30 books and 100 articles. Vice President of QUALCOMMs Corporate Learning Center, and is responsible for defining the overall training and development strategic direction for the company. Her scope of leadership includes company-wide training, executive/leadership development, internal communications, organization development and learning technology for more than 7,000 QUALCOMM employees worldwide. In 2002, QUALCOMM was ranked as "best in class" in telecommunications and #28 on Training Magazine's list of Top 100 training organizations. QUALCOMM was ranked #12 on Training Magazines list of Top 50 Training Organizations in 2001.

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