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This book examines how corporate e-learning is developed, implemented and how effectiveness is determined at IBM. It addresses the following questions: Why e-learning? How is e-learning developed? How is e-learning implemented? How is e-learning effectiveness determined? What are the lessons learned? E-learning is a tool to be used along with other means of learning. It is used when it is the best way to learn for a particular application. It is a way to save costly face-to-face time for optimal use. There is no one size that fits all. IBM is an early adopter in use of e-learning for training its global workforce. IBM, like other corporations, has its own unique e-learning solutions. Strategic vision, clear business objectives, well defined learning organization, strong leadership, corporate support, prudent use of e-learning, quality of content, ease of access, interoperability, accountability of learners and instructors, and a well defined measurement system all matter. Successful integration of these ingredients is essential for effective e-learning. Ignoring any of these key ingredients can lead to failure. IBM has its own rationale and approach to using e-learning. It has its growing pains. Experience in e-learning at IBM provides a unique context for leveraging e-learning to train employees. IBM has been successful in using e-learning in the context of their business objectives and business environments. IBM's experience and lessons learned should serve as an important guide to those who are implementing e-learning.

Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? This book investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, the author argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science.