Abstract
PurposeThe purpose of this paper is to provide an antidote to a narrow focus on skills and to show how learning for organizational development needs a broader framework.Design/methodology/approachThe article is based on work done in a variety of organizations as well as published sources.FindingsGovernments and educational bodies too easily keep attention at the level of individual learning and also address only short‐term needs: organizations need to take a broader view.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals. Organizations need to consider learning from a more holistic perspective and not just pay attention to short‐term skill needs.Originality/valueThe article will be of value to managers and learning specialists as it raises important issues about the need to focus on this under‐explored problem.
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