I’ve told you in the previous blog entry
about an encounter with Tom Clancy at the CLO Forum. Let me tell you more about
that event. As befitting of any story involving someone named Tom Clancy, this
tale has presidential politics, corruption, greed, the FBI and
edge-of-your-seat intrigue.
But don’t worry if time is short. It’s
not that Tom Clancy, and there’s no hunting for Red October in this magnum
opus.
I ran into Tom and some other learning
industry friends and colleagues recently at the CLO and Talent Management
Forum. Now in its second year of operation, the CLO and Talent Management Forum
once again brought together hundreds of senior corporate executives tasked with
managing learning and talent development for large, multi-national
organizations. Produced by Richmond Events, the CLO and Talent Management Forum
hosted hundreds of senior corporate executives and supplier representatives for
a series of workshops, discussions, presentations and one-on-one opportunities
for meeting and networking.
The crowd was a literal who’s who of
senior learning executives, from companies such as 3M, American Express, Cigna,
ConAgra, eBay, Ford, General Electric, General Mills, Home Depot, Nike, Petco,
Quizno’s, Time Warner and Wells Fargo.
Referring back to my cryptic
introduction, the politics, FBI and intrigue came about with this year’s event
bookended by keynote speeches about corporate ideals and management.
David Plouffe, campaign manager for
President Barack Obama’s run for office, opened the Forum programs with a
speech outlining how to encourage and to build leadership, to stay focused and
to avoid distractions. Plouffe outlined the major pillars in any campaign,
political or otherwise: Stay on message, focus on strategy and, when possible,
defy conventional wisdom.
On the other side of the event, the
closing keynote speaker, Mark Whitacre, talked about leaders losing their way.
The whistleblower in the famed Archer Daniels Midland price-fixing scandal, Whitacre
is being portrayed by Matt Damon in the current movie, “The Informant.”
Whitacre spoke from a different perspective about corporate responsibility,
outlining the international business scandal and his own embezzling of $9
million in company funds. It’s always better to think long-term, he said, to
avoid short cuts and to do the right things, ethically and morally. (W
hich, as
audiences pointed out, was interesting since it was Whitacre’s wife who really
did the right thing here.)
In between those two keynotes, the Forum
was largely focused on sharing information, resources, solutions and support.
In organized events like workshops, panel discussions and round-table events,
and in private meetings with delegates and suppliers, executives discussed the
key concepts of delivering learning in today’s technology-enabled marketplace.
Conversations and questions revolved around engagement, management, retention,
generational issues, technology and results.
In the hallways, in the sessions, during
receptions and during dinner, the delegates and vendors attending enjoyed
in-depth discussions focusing on collaboration, techniques, ideas and inspirations.
Sessions focused on e-learning, generational competencies, technology,
integrated talent management, talent acquisition, leadership and high-potential
development and workforce mobility.
In the long run, this story may not
overshadow “Clear and Present Danger” or “Patriot Games” in terms of narrative
and excitement. But those attending the CLO and Talent Management Forum were
quick to share information and the dialogue is still building. I’m personally
looking forward to sharing with you some lessons learned from companies like
Monter.com, MTV, Delta Airlines, Public Storage, Coldwell Banker and, taking us
back to Tom Clancy territory, a little outfit from Langley, Virginia, called
the CIA.
Stay tuned…
