Learning Agility: A Construct Whose Time Has Come

While the acronym “VUCA” – Volatile, Uncertain, Complex, Ambiguous – has been frequently used to describe the business conditions of our times, the coronavirus pandemic has given it new and personal meaning. From working and leading remotely to homeschooling kids…

While the acronym “VUCA” – Volatile, Uncertain, Complex, Ambiguous – has been frequently used to describe the business conditions of our times, the coronavirus pandemic has given it new and personal meaning. From working and leading remotely to homeschooling kids…

A Meta-Analytic Examination of the Relationship between Learning Agility and General Cognitive Ability (2023)Learning agility has been used as an important factor for identifying high potentials and selecting leaders for nearly two decades. However, some critics have...

The Science and Application of Learning Agility: Introduction to the Special Issue (2022)The popularity of learning agility has grown markedly in the business world as an approach to assist organizations with identifying and developing its current and future leaders....

Learning Agility: Could It Become the G-Factor of Leadership? (2022)Despite the fact that talent management professionals have used learning agility for nearly two decades to identify and develop high potentials as well as select organizational leaders, much about the...

While the acronym “VUCA” – Volatile, Uncertain, Complex, Ambiguous – has been frequently used to describe the business conditions of our times, the coronavirus pandemic has given it new and personal meaning. From working and leading remotely to homeschooling kids…

Two executive coaches discuss the journey their company embarked on to introduce and implement the TALENTx7 for the identification and development of their high potential leaders. Their insights with regard to ensuring that highly technical professionals also were embraced in the computer firm are particularly interesting.

The author Dr. Marilyn Buckner provides an 8-step blueprint to describe the process of using learning agility in succession planning and high potential selection that was implemented at J. M. Huber. She also presents the results of a three-year leadership program to develop executives. Time 1 and Time 2 results from the TALENTx7 reveal significant increases in learning agility over time.

Fosun is a large Chinese privately owned enterprise (POE) with multiple business lines and a global footprint. The author and lead consultant Jack Lim describes his work applying the TALENTx7. Based on its results, 30 HR managers were certified on the assessment and a customized leadership development program was implemented to enhance learning agility and self-awareness.

In 2017, a large educational provider in Western Australia hired Kaya Consulting to design a leadership identification and development program for their schools and school system leaders. The TALENTx7 was a major part of this program. The authors of this case study describe the four-phase approach that was implemented and present learning agility results of each cohort to complete the program during the past three years. Interestingly, overall learning agility scores significantly increased each year, suggesting the organization improved its selection process to identify potential leaders over time.