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The Next CLO programme is part of an ambitious initiative: to structure and professionalise a function that is still evolving. Led by Rennes School of Business in collaboration with a consortium of companies and industry experts, it is now one of the few executive programmes dedicated to transforming corporate learning.
The objective goes far beyond individual skills development. It aims to reposition the L&D function as a strategic player capable of supporting organisational transformation. To this end, the programme combines several complementary elements: academic input, contributions from experienced practitioners, mentoring and, above all, a practical project directly linked to the participants’ professional environment.
This approach enables learning to be grounded in real-world challenges. Participants do not work on theoretical cases, but on concrete projects that they must structure, test and develop within their organisation.
At the heart of this transformation lies the concept of the learning organisation. Although often discussed, it remains difficult to implement in practice.
As Thierry Bonetto, the programme’s academic director, explains, it is essential to move beyond a narrow view of learning. Learning can no longer be reduced to one-off training initiatives. It must become a continuous process, integrated into work and shared by all employees.
In an environment characterised by accelerating change, this capability becomes a major differentiating factor. Organisations that manage to learn faster than others develop a sustainable competitive advantage. They innovate more, adapt more quickly and retain their talent more effectively.
Studies confirm this: a strong learning culture significantly improves overall performance. It fosters both employee engagement and the company’s ability to anticipate changes in its market.
To put this concept into practice, the programme adopts a structured approach, notably through a “learning organisation compass”. This framework helps to illustrate that learning is not limited to training, but forms part of a wider system.
One of the key elements is vision. A learning organisation is built on a clear, shared ambition that gives meaning to initiatives and mobilises teams. Without this shared direction, actions remain isolated and struggle to produce lasting results.
But transformation does not stop at the vision. It also involves rethinking ways of collaborating, encouraging knowledge sharing and creating environments conducive to informal learning; it is this combination of elements that enables a genuine learning culture to emerge.
Magali Ardellier’s account, based on her experience at Gecina, offers a particularly practical insight. It illustrates the initial steps required to initiate such a transformation.
Rather than attempting to transform everything at once, the approach often involves identifying targeted levers for action. This may involve setting up schemes to encourage peer-to-peer learning, better alignment between training and business challenges, or the gradual involvement of managers. This type of project, developed as part of the Next Learning Leader programme, shows that the transformation towards a learning organisation is, above all, a process. It requires time, consistency and appropriate support.
One of the programme’s major contributions lies precisely in this ability to structure the approach. Thanks to mentoring and the input of experts from the field, participants can test their ideas, refine their projects and frame them within a realistic and actionable framework.
This masterclass highlights a fundamental shift. The L&D function can no longer be content with an operational role. It must now contribute directly to the company’s strategy. This implies a maturing process, both in terms of skills and mindset. Learning professionals are called upon to become agents of transformation, capable of engaging with senior management, aligning initiatives with business priorities and demonstrating their impact.
In this context, the learning organisation emerges as a structuring framework. It enables us to move beyond a training-focused approach to build a genuine learning dynamic, serving the performance and sustainability of the company.
Discover how to structure your learning transformation and evolve your organisation towards a learning model.
Discover the Next CLO programme
