「釋義」

正如首席財(cái)務(wù)官（CFO）對(duì)組織的財(cái)務(wù)資源負(fù)責(zé)，首席學(xué)習(xí)官（CLO）對(duì)組織的智力資源負(fù)責(zé)，CLO負(fù)責(zé)最大化組織的智力資本產(chǎn)出。CLO是站在組織戰(zhàn)略的高度，綜合管理各種智力資源，提供組織發(fā)展智力資源保證的高層管理人員。

?

「應(yīng)用場(chǎng)景」

一股強(qiáng)勁的網(wǎng)絡(luò)發(fā)展趨勢(shì)正在不斷塑造這一行業(yè)，助力PLC的發(fā)展勢(shì)頭，打造出互聯(lián)的學(xué)習(xí)基礎(chǔ)設(shè)施。首先，PLC降低了企業(yè)營(yíng)造內(nèi)部學(xué)習(xí)環(huán)境的邊際成本，讓首席人力資源官和首席學(xué)習(xí)官可以做出更明智的決策，為機(jī)構(gòu)員工和團(tuán)隊(duì)選擇合適的學(xué)習(xí)途徑。一項(xiàng)獨(dú)角獸研究報(bào)告表明，美國(guó)企業(yè)大學(xué)（提供企業(yè)內(nèi)部教育、隨選課程和在職教育）的數(shù)量已經(jīng)爆炸式增長(zhǎng)到4000多個(gè)，全球數(shù)量是這一數(shù)字的兩倍多。但我們認(rèn)為，由于學(xué)習(xí)環(huán)境數(shù)字化改變了成本結(jié)構(gòu)，即便企業(yè)未來(lái)為更多領(lǐng)導(dǎo)者提供學(xué)習(xí)機(jī)會(huì)，投入到領(lǐng)導(dǎo)力發(fā)展方面的資源也只會(huì)有少量增長(zhǎng)。

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.

以上文字選自《哈佛商業(yè)評(píng)論》中文版2019年3月刊《領(lǐng)導(dǎo)力發(fā)展的未來(lái)》

赫內(nèi)亞·多韋亞努（Mihnea Moldoveanu）達(dá)斯·納拉揚(yáng)達(dá)斯（Das Narayandas）丨文

馬冰侖?丨編輯?