Constant change is a given for most companies today. What differs is the scale, and the ability of people and organizations to deal with change in a positive, learning environment. Training must adapt too, to respond to the different learning styles of a new generation whose learning needs are the result of working in delayered, leaner, empowered organizations. Griffiths and Williams look at the implications for training and development, drawing on their first-hand experience of being with IBM during an extensive reengineering programme. Using IBM"s widely respected Systems Approach to Education as an example of a successful model, the authors discuss a range of issues, including the principles of adult learning, the design and operation of a skills management system, and trends in schools and universities. With the aid of checklists, questions, summaries, "food for thought" and numerous real-life examples, they show how to improve corporate performance through organized learning. The book underlines the vital importance of linking learning with business needs and evaluating it like any other investment. This book should appeal to anyone with responsibility for initiating, influencing, designing or implementing training programmes to support organizational change, and to anyone questioning the ability of current programmes to answer today"s needs.