首席学习官 / CLO

「释义」

正如首席财务官（CFO）对组织的财务资源负责，首席学习官（CLO）对组织的智力资源负责，CLO负责最大化组织的智力资本产出。CLO是站在组织战略的高度，综合管理各种智力资源，提供组织发展智力资源保证的高层管理人员。

「应用场景」

一股强劲的网络发展趋势正在不断塑造这一行业，助力PLC的发展势头，打造出互联的学习基础设施。首先，PLC降低了企业营造内部学习环境的边际成本，让首席人力资源官和首席学习官可以做出更明智的决策，为机构员工和团队选择合适的学习途径。一项独角兽研究报告表明，美国企业大学（提供企业内部教育、随选课程和在职教育）的数量已经爆炸式增长到4000多个，全球数量是这一数字的两倍多。但我们认为，由于学习环境数字化改变了成本结构，即便企业未来为更多领导者提供学习机会，投入到领导力发展方面的资源也只会有少量增长。

We’re now seeing powerful trends reshaping the industry and fueling the emergence of the PLC as a networked learning infrastructure. First, the PLC has lowered the marginal cost of setting up an in-house learning environment and has enabled chief human resources officers (CHROs) and chief learning officers (CLOs) to make more-discerning decisions about the right experiences for the people and teams in their organizations. A Unicon study reports that the number of corporate universities—which provide education in-house, on demand, and, often, on the job—has exploded to more than 4,000 in the United States and more than twice that number worldwide. We believe that in the future, however, even as firms offer learning opportunities to more leaders throughout their organizations, the shifting cost structure resulting from the digitization of learning environments will lead to only a modest increase in resources devoted to leadership development.

以上文字选自《哈佛商业评论》中文版2019年3月刊《领导力发展的未来》

赫内亚·多韦亚努（Mihnea Moldoveanu）达斯·纳拉扬达斯（Das Narayandas）丨文

马冰仑 丨编辑