PART I
The Business Case for Transformation

1

2

In Chapter 1 we’ll ponder the opportunities as well as the risks that now confront training, in light of T&D’s often paradoxical relationship with results-driven executives.

In Chapter 2 we’ll consider how T&D may unintentionally distance itself from the business mainstream, thereby limiting its capacity to produce more tangible returns on customers’ investments in training.

In Chapter 3 we’ll explain how Running Training Like a Business enables T&D to deliver more of the unmistakable value its business customers demand.