Charles Jennings
Co-Founder of the 70:20:10 Institute
Charles Jennings has more than 40 years of experience and is one of the world’s leading experts in organizational performance, culture, change, and learning.  He was a senior executive and the Chief Learning Officer for Reuters and Thomson Reuters where he had responsibility for developing company-wide strategy and leading a 350-strong team. He led the Reuters Talent and Learning organization through a transformation from a group of semi-autonomous traditional departments to an integrated business-aligned learning and workforce development function using the 70:20:10 model, Performance-Based Learning, and Value-Based L&D approaches and services. The result was increased impact, value, and effectiveness, as well as a >70% reduction in cost. Charles’career also includes roles as Head of a UK National Research Centre, as a Professor at Southampton Business School, in senior business roles for global companies including as Strategic Technology Director for Dow Jones Inc., as an evaluator for the European Commission’s performance, learning and eCommerce research initiatives and as a consultant with leading organizations. He also sits on steering groups and advisory boards for national and international performance, learning, and business bodies. Charles is the Co-Founder of the 70:20:10 Institute and a partner at Tulser Global. He is also a Fellow of the Royal Society for Arts (FRSA), and a Fellow of the Learning & Performance Institute (FLPI). Also, a Senior Advisor at the EFMD in Brussels.
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LearnOps Leadership Series

Charles Jennings

Ryan is joined by Rob Lauber, former CLO at McDonald’s, to talk about structuring L&D functions for global operations and the shift to a “big picture” perspective for L&D.

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Ryan is joined by Rob Lauber, former CLO at McDonald’s, to talk about structuring L&D functions for global operations and the shift to a “big picture” perspective for L&D.

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Ryan is joined by Rob Lauber, former CLO at McDonald’s, to talk about structuring L&D functions for global operations and the shift to a “big picture” perspective for L&D.

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