Learning and development (L&D) directors need to be "pragmatic" about the change they can hope to achieve in their organisations, but that they should also "hold their nerve" in the boardroom, according to Nigel Jeremy, head of learning and organisational development at Marks and Spencer.

Speaking to delegates on the first day of the World of Learning Conference and Exhibition (WOLCE), Jeremy said: "Plan only for what you think will stick. At M&S I won't reach for the stars only to get halfway there. I'd rather plan to get halfway to where I'd ideally like to be, and then exceed this just a little bit."
 
But having decided where they need to be, he then implored L&D professionals not to give any ground: "You have to hold your nerve," he said: "Otherwise what will be agreed will be a watered-down version of what you want to achieve."
 
Jeremy was referring to M&S's ‘2020' organisational change plan, which aims to visualise what M&S will have to be like to meet customers' demands over the next 10 years.
 
"By holding my ground with the IT director, I've managed to secure an extra 2% budget for training," he said. "And this is for projects that won't even start for three years."
 
He added: "We shouldn't think we're only L&D. Change starts with the HR department. We're so much better together than separate. There should be no ‘other' agenda between the two, because if none of us works properly, we'll both be out of jobs."