Ongoing improvement in enterprise performance requires learning at the individual, department, and organizational level. Although we traditionally invest in these areas, how well is that investment paying off? Have enterprises been able to track and plan for upcoming learning needs, make that learning happen, preserve it and make it accessible? Have they been able to measure the impact on individuals by groups and departments over the organization as a whole? Has enterprise learning changed over the years? If it is changing, what will it be like in the future?
Linda Argote, The David M. and Barbara A. Kirr Professor of Organizational Behavior and Theory, Carnegie Mellon, Tepper School
Linda Argote is the David M. and Barbara A. Kirr Professor of Organizational Behavior and Theory at The David A. Tepper School of Business of Carnegie Mellon University. She received her Ph.D. from The University of Michigan. Her research a... More View all posts
Linda Argote is the David M. and Barbara A. Kirr Professor of Organizational Behavior and Theory at The David A. Tepper School of Business of Carnegie Mellon University. She received her Ph.D. from The University of Michigan. Her research addresses organizational learning, innovation, organizational memory, knowledge transfer, and group processes and performance. Her work has appeared in leading journals including Administrative Science Quarterly, Information Systems Research, Management Science, Operations Research, Organization Science, Organizational Behavior and Human Decision Processes, and Science. Her 1999 book, Organizational Learning: Creating, Retaining and Transferring Knowledge was a finalist for the Terry book award of the Academy of Management. She served as Editor-in-Chief of Organization Science from 2004-2010 and is currently Vice-President of Publications for INFORMS. Less View all posts
Gus Crosetto, Chief Learning Officer, US GAO (Government Accountability Office)
Gus Crosetto has over 25 years of leadership experience in human resources, workplace learning, corporate universities, leadership development, talent program management, and executive coaching. As GAO’s Chief Learning Officer (CLO) Gus... More View all posts
Gus Crosetto has over 25 years of leadership experience in human resources, workplace learning, corporate universities, leadership development, talent program management, and executive coaching. As GAO’s Chief Learning Officer (CLO) Gus leads strategic learning, talent and knowledge development initiatives; leads the development and delivery of curricula for audit and mission support staff and improves team and organizational effectiveness through coaching, mentoring, consultation and facilitation services. As Senior Director of Freddie Mac University (FMU), he developed the corporate center for Learning and Leadership Development. At Fannie Mae, Gus was the Vice President of Corporate Learning where he established corporate learning and development strategies as well as created and implemented blended learning initiatives and robust evaluation approaches. Most recently, Gus led Global Mortgage Talent Development for GE, which included the School of Mortgage and the Global Mortgage Leadership program. Prior to his tenures at Fannie Mae, Freddie Mac, and GE, Gus held senior management positions in a variety of organizations: Regional Manager for Customer Education at Sun Microsystems, Manager of Advanced Systems Development at Xerox Corporation/PARC, and Director of MIS for The Argentine Air Force. Gus is a published author and interviewed expert on Process Based Organization, Lean Six-sigma, Business Process Reengineering, and Project Management. He has held membership in numerous professional and trade associations including the American Society for Training and Development (ASTD); the International Society for Performance Improvement (ISPI), the Society for Human Resource Management (SHRM), and the Academy of Management (AMA). Less View all posts