Summary of The Chief Learning Officer

Driving Value Within a Changing Organization Through Learning and Development (Improving Human Performance)

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The Chief Learning Officer book summary
How – and why – to hire a chief learning officer: getting the most bang for your internal education buck


7 Overall

7 Applicability

7 Innovation

6 Style


Since the day Jack Welch tapped Steve Kerr to lead General Electric’s learning programs, other top companies have also named chief learning officers and put them to work. Authors Tamar Elkeles and Jack Phillips explain how corporate training has changed, what companies have gained from the CLO managerial approach and how you can garner these benefits for your company. They keep things practical, clear and concise by using many charts, bullet points, tables and explanatory graphics. The book also provides real-world business stories and instructive quotes from successful CLOs. In the last chapter, several corporate learning professionals who are actual heroes explain significant issues they have conquered. Since the profession of being a CLO is still growing, getAbstract recommends this worthwhile introduction to what a CLO should accomplish. The book also helpfully explains what a solid learning department should do to fulfill its teaching mission and to align well with corporate management.

In this summary, you will learn

  • How to be a successful chief learning officer
  • Why you should think of learning in strategic and business terms
  • How to use a six-step performance improvement model
  • How this model can transform your learning programs


What Is a CLO?
Jack Welch and Steve Kerr established the position of chief learning officer (CLO) when Welch appointed Kerr to head General Electric’s training and development efforts. With this mandate, Kerr created GE’s pioneering Management Development Center in Crotonville, New York...
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About the Authors

Tamar Elkeles, Ph.D., is vice president of learning and development at Qualcomm, where she created the learning center in 1992. Jack Phillips, Ph.D., chairman of the ROI Institute, managed development and training at two Fortune 500 companies.

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