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Over the past several years, the global economy has sunk into recession, the financial services industry has experienced extreme challenges, and Bank of America is reshaping itself to meet new economic realities. Much has changed since the Crack the Code recommendations were presented yet implementation of the teams’ recommendations has continued with appropriate adjustments given the environment. The goal of optimizing the investment in and management of key learning processes, tools, programs and learning technology for Lines of Business and the enterprise, to ensure effectiveness and efficiency, remains valid but is perhaps more of an on-going challenge than a one-time event. The need to develop a cadre of leaders for the future will continue to be an equally significant business challenge for the foreseeable future and action learning programs are certainly a tool to use to accomplish both the solving of real business problems as well as developing key talent for the future.
-How Bank of America Assessed its Learning and Development
-The Design of Action Learning at Bank of America
-How Bank of America Leveraged Six Sigma Processes in L&D
-Framework for High Potential Learning for Leaders
Global Leaders, High Potentials in Organizations, Learning and Development Professionals, Executive Leaders, Leadership Development Professionals