ABSTRACT
We wanted to conclude this book by providing the expert perspective of 17 leading CLOs. Many of them do not have the official title “CLO”-their titles and responsibilities reflect the broad scope of leaders in the learning and development field. While many of their comments are integrated throughout this book, we thought it might be insightful to read and absorb what they have to say about critical issues involving the role of CLOs and the value they add to their organizations. These leaders exemplify the CLO role. They are role models, thought leaders, and experts in learning and development. They are living the CLO role and leading the profession. Tamar Elkeles interviewed the following CLOs, and their thoughts are shared in this chapter, alphabetically:
Frank Anderson, President, Defense Acquisition University Susan Burnett, Senior Vice President of People & Organization
Effectiveness, The Gap Tim Conlon, Director of Learning and Chief Learning Officer,
Xerox Bob Corcoran, Vice President of Corporate Citizenship and Chief
Learning Officer and President of GE Foundation Pat Crull, Vice President and Chief Learning Officer, Time Warner
Cable Fred Harburg, Former CLO Motorola & SVP Leadership and
Learning, Fidelity Investments Ted Hoff, Vice President of Learning, IBM Steve Kerr, Managing Director and Chief Learning Officer,
Goldman Sachs Michael Lee, Executive Vice President of Human Resources, LG
Corp. Donna MacNamara, Vice President of Global Education & Train-
ing, Colgate Palmolive
Rick O’Leary, Director, Human Resources & Diversity, Corning Donnee Ramelli, President, General Motors University Bonnie Stoufer, Vice President for Learning, Training &
Development, Boeing David Vance, President, Caterpillar University Allan Weisberg, Vice President of Organization Capability,
Johnson & Johnson Bill Wiggenhorn, Former President, Motorola University and Vice
Chairman of Global Ed-Tech Management Group Kevin Wilde, Vice President and Chief Learning Officer, General
Mills
The thoughts reflected in this chapter provide unique insight from some of the leading CLOs around the world. They are exceptional at what they do, well-known, and highly respected for their views. More importantly, they offer realistic perspectives about how the CLO function in the organization is managed. Collectively, they:
1. Show how the learning and development function is an important part of strategy (and often makes a significant influence on strategy).
