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 i

PRAISE FOR AGILE L & D

‘This is not simply a book about Agile methodology. It is about how

Organizational Development and Learning professionals can orient them-
selves and their practice to create experiences and development programmes
for people that quickly and transparently drive business value. In Agile
L&D is a way to deepen organizational consulting by centring people,
focusing on incremental value, creating feedback loops and mastering the
ability to respond to changing landscapes – essential skills for practitioners
in contemporary contexts.’
Wayne Mullen, Partner and Chief People Officer, Sentiem

‘Natal is able to crystallize, in expert and yet relatable language, the ration-
ale for Agile L&D – laying out the urgent case for us to adapt and, indeed,
why Agile is quite possibly the most viable response we have to the changing
nature of work and skills – but also providing the guide to how we can do
it. This book is truly something to get excited about.’
David James, Chief Learning Officer, 360Learning

‘The most actionable Agile book I’ve read. If you’re working in an L&D or
People role, and don’t read this you’re missing a trick. Agile HR changed my
entire philosophy on how to do “people” work. Agile L&D now brings me
a practical toolkit, case studies galore and a whole host of inspiration that
applies not only to learning but to every part of people experience. If you’re
in an L&D role and you don’t own a copy of this book, you’re missing out
on the chance to gain some very special superpowers. It just makes sense!

Why didn’t this book exist when I began my L&D career? The good news is,
it exists now and should be a core text for anyone in the field of L&D and OD.’
Aisling Winter, Head of Culture, IAG Loyalty

‘If you’re an L&D leader looking to better engage and influence your C suite
and deliver clear organizational impact, then this book is a must read. Using
Natal’s learnings and insight you’ll soon be experimenting, prototyping and
pivoting on your way to a new L&D mindset that really delivers for your
people.’
Jodie Pritchard, Director of Learning & Development, Barnardo’s
ii

‘What’s great about the book is that it strikes the right balance between
equipping you with practical tools and leading the way in real-time value
creation in L&D and HR.’
Arne-Christian van der Tang, Chief HR Officer, TomTom

‘In the ever-evolving landscape of HR, Natal stands out as a visionary leader,
and her new book on Agile Learning and Development is a testament to her
expertise.

Natal’s unique perspective on Agile methodologies has transformed the way

we approach product development within HR. The book seamlessly
combines theoretical insights with practical applications, providing a road-
map for L&D professionals to harness the power of agility. Her ability to
translate agile concepts into actionable steps is unparalleled, making the
book an invaluable resource for anyone striving to stay ahead in the fast-
paced world of Learning and Development.
Charlotte Young, Director of Organizational Development, Cambridge
University Press and Assessment

‘This book is a real game changer, especially now as we navigate the rapid
transformation in the world of work. I absolutely love the five super practi-
cal principles Natal lays out. They’re like a secret weapon for anyone in
L&D looking to shake things up. Consider this book your new sidekick for
navigating the exciting changes in work. Grab your markers and sticky
notes; you’re in for a hands-on experience.’
Laura Keith, CEO Hive Learning

‘This highly accessible book is for anyone who needs to evolve a traditional
operational model for L&D and people teams into a multi-functional
approach, powered with capabilities like human-centred design, experimen-
tation and data analytics. It does an impressive job of bringing to life what
can often be hazy concepts and translating them into practical tools and
frameworks for any L&D or people team. Essential reading for our time.’
Belinda Gannaway, Co-author Employee Experience by Design: How to create an
effective EX for competitive advantage
 iii

Agile L&D
A toolkit to improve organizational
learning and drive performance

Natal Dank
iv

Publisher’s note
Every possible effort has been made to ensure that the information contained in this book is
accurate at the time of going to press, and the publishers and authors cannot accept
responsibility for any errors or omissions, however caused. No responsibility for loss or
damage occasioned to any person acting, or refraining from action, as a result of the material
in this publication can be accepted by the editor, the publisher or the author.

First published in Great Britain and the United States in 2024 by Kogan Page Limited

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as
permitted under the Copyright, Designs and Patents Act 1988, this publication may only be
reproduced, stored or transmitted, in any form or by any means, with the prior permission in
writing of the publishers, or in the case of reprographic reproduction in accordance with the terms
and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be
sent to the publishers at the undermentioned addresses:

2nd Floor, 45 Gee Street 8 W 38th Street, Suite 902 4737/23 Ansari Road
London New York, NY 10018 Daryaganj
EC1V 3RS USA New Delhi 110002
United Kingdom India

www.koganpage.com

Kogan Page books are printed on paper from sustainable forests.

© Natal Dank, 2024

The right of Natal Dank to be identified as the author of this work has been asserted by her in
accordance with the Copyright, Designs and Patents Act 1988.

ISBNs

Hardback 978 1 3986 1327 0

Paperback 978 1 3986 1325 6
Ebook 978 1 3986 1326 3

British Library Cataloguing-in-Publication Data

A CIP record for this book is available from the British Library.

Library of Congress Control Number

2023952557

Typeset by Integra Software Services, Pondicherry

Print production managed by Jellyfish
Printed and bound by CPI Group (UK) Ltd, Croydon CR0 4YY
 v

CONTENTS

Foreword ix
Preface xi
Acknowledgements xv

01 Delivering value in a new era of work 1

Our new work paradigm 1
Retrofitting out-of-date workplace models 3
What Agile L&D is 4
Why focus on Agile L&D? 5
Who is the Agile L&D playbook for? 8
From siloed specialists to T-shaped problem solvers 9
References 9

02 Agile as a response to complexity 11

The pace of change 11
A short history of work 13
Birth of Agile 13
Agile Manifesto reframed 15
Agile for L&D and people teams 21
Conclusion – five takeaways for L&D and people professionals 23
References 23

03 Grasping the Agile mindset 25

Complexity belief 25
People belief 30
Proactivity belief 32
The Agile onion 32
Translating the mindset into business agility 33
Conclusion – five takeaways for L&D and people professionals 35
References 35
vi Contents

04 How to deliver value early and often 37

Value for the customer 37
Who is the customer? 39
Managing the risk of uncertainty or failure 41
Minimal viable product 42
Prototyping and experimentation 44
What if you don’t know the problem to solve? 45
Scrum 47
Kanban 48
Build your Agile toolkit 49
Conclusion – five takeaways for L&D and people professionals 50
References 51

05 How to plan, do, review, adapt 53

Business as usual versus everything else 53
Plan 55
Do 65
Review 69
Adapt 72
Conclusion – five takeaways for L&D and people professionals 73
Reference 73

06 The Agile L&D playbook – an introduction 75

Principle 1 is product-led 76
Principle 2 is human-centric design 77
Principle 3 is T-shaped people in T-shaped teams 77
Principle 4 is experimentation 77
Principle 5 is to deliver with impact 78

07 Principle 1: Product-led 79
From output to outcomes 79
What is product-led? 81
The people experience product 83
Delivering the people experience product 85
People experience product development lifecycle 87
Conclusion – five takeaways for L&D and people professionals 100
References 101
 Contents vii

08 Principle 2: Human-centred design 103

What is human-centred design? 104
Connecting human-centred design with design thinking 108
How – design thinking and related tools 112
Inclusive design example 126
Conclusion – five takeaways for L&D and people professionals 127
Note 127
References 128

09 Principle 3: T-shaped people in T-shaped teams 131

Breaking the L&D and HR siloed legacy 132
What is a T-shaped professional? 133
T-shaped teams 139
Case study: TomTom’s T-shaped people team 141
T-shaped team formations 145
Essential Agile roles for L&D and people teams 147
Conclusion – five takeaways for L&D and people professionals 151
References 151

10 Principle 4: Experimentation 153

Experimentation versus pilots 154
How to build an L&D or OD experiment 155
How to write a hypothesis 159
Case study 161
A few things to watch out for 165
Conclusion – five takeaways for L&D and people professionals 166
References 166

11 Principle 5: Deliver with impact 169

How value guides L&D and people strategy 170
Measuring impact 182
Scalability 186
Conclusion – five takeaways for L&D and people professionals 188
References 188
viii Contents

12 Wins, lessons learnt, pitfalls and where it can go wrong 191

Define why and explain the purpose for embracing Agile 192
Agile can’t be ‘side of desk’ 195
Don’t jump immediately into a new Agile operating model 197
Be prepared to change the team or organizational structure 198
Treat Agile transformation as an experiment 199
Get comfortable with some basic Agile terminology 202
Take your senior executive leaders on the journey with you 203
Build a supportive network 206
Conclusion – five takeaways for L&D and people professionals 207
References 208

13 Conclusion: Designing for the now of work 209

L&D suits Agile 209
L&D as the role model 210
L&D doesn’t always identify as HR 210
L&D and people strategy 210
Solving for the now of work 211
Agility as a modern-day business skill 217
References 218

Index 221
 ix

FOREWORD

The modern workplace is continuously evolving. The future workplace will

bring fresh and as yet unknown challenges, with external factors from the
world around us influencing the business environment. Technology
progresses at an exponential rate, with AI being the latest transformational
technological movement. Market trends in all industries are shifting and
changing faster than ever, which means organizations need to adapt and
adjust to the ever-increasing rate of change to stay relevant and successful.
In this book, Natal explores the current landscape and the environment
in which we live and work today in more depth. She brings to life the concept
that the Agile mindset and way of working can deliver more impactful,
timely and relevant solutions to business issues.
I’ve had the privilege of working with Natal over many years, in the
pursuit of appreciating the value of Agile approaches and learning how
Agile principles can enable more effective working practices across the vari-
ous disciplines of Human Resources (HR). The publication of this book,
focusing more specifically on Learning and Development (L&D), brings
with it the opportunity for HR and L&D leaders to follow an approach that
enables the introduction of Agile into their working practices.
It is an honour to write the Foreword as an introduction to Natal’s latest
work. Natal is an inspirational force behind the movement of Agile in HR
and L&D and a proponent of the move away from traditional HR and
L&D practices, championing a new world People Operating Model that is
fit for the modern workplace.
In this book, Natal explores the notion of the L&D discipline being the
pioneer of Agile within HR and people functions. Having begun my own
HR career in L&D, and being fortunate to have had the opportunity to
introduce Agile principles in multiple organizations, I can strongly advocate
for the concept that L&D is an ideal space to experiment and experience
Agile when starting out.
L&D is instrumental in the growth of skills within organizations, and
with the ongoing scramble for talent, businesses need to be smart about
attracting, retaining, and developing great people. There has been a shift
towards skills-based recruiting and the concept of employee progression
x Foreword

that is not just based on upward career ladders. This move towards experi-
ence-based career progression through project-based work and becoming
more multi-skilled means L&D must be better recognized as a business
enabler. To do this effectively, L&D needs to rethink its operating model in
order to deliver the greatest impact, and this is where the Agile mindset and
practices come in.
I have experienced first-hand the impact that Agile can have on L&D,
with the speed of deliverables improving and the quality of the solutions
provided being more in line with the business requirements. The concept of
delivering in short iterations and making more informed decisions on the
prioritization of competing business demands means that what L&D deliv-
ers has more impact and demonstrable value. Gleaning continuous feedback
from internal customers at regular short intervals to stay close to any evolv-
ing needs results in greater overall abilities and being truly agile. In turn, this
positions L&D as a trusted, credible and influential advisor in the organiza-
tion. Leaders actively seek L&D’s support and inputs as a strategic partner
rather than the more traditional ‘order taker’, resulting in a highly engaged
and motivated L&D department. I have seen this time and again in the
teams I have worked with, and I can say with certainty that the shift towards
an Agile mindset and working principles is truly groundbreaking.
When Natal shared with me her ambition to publish a book focusing on
Agile in L&D, it felt like entirely the right step. Sometimes L&D can be seen
as a costly ‘nice to have’ by business leaders but now, more than ever, L&D’s
role is imperative. With Agile principles at the heart of the L&D operating
model, this is the time for L&D to stand out and shine as the area of HR
that can have the most significant impact on business performance.

Nebel Crowhurst – Chief People Officer at Reward Gateway, former

People and Culture Director at Roche and Head of People Experience at
River Island
 xi

PREFACE

I must admit to being initially hesitant about writing a book focused on

organizational learning and development. Despite a career that has included
many L&D (learning and development), OD (organizational development)
and talent roles over the years, I was concerned that readers might see me
first and foremost as an HR (human resources) generalist because of my first
book – Agile HR: Delivering Value in a Changing World of Work. I was
conscious that many L&D professionals don’t necessarily identify as being
part of HR and, as I often did, sit within a business unit or external service
provider that operates completely separately from any HR function. Such
musings led me to fear that perhaps I lacked the thought leadership to repre-
sent this unique skillset. Maybe I just wasn’t L&D enough any more…
I then realized I’d fallen prey to a legacy within the people profession of
placing too much emphasis on job titles, functional topics and specialist
silos. This is a legacy that I believe holds us back and I hope this book goes
some way in overcoming it. In a complex, uncertain and ever-changing busi-
ness environment all people professionals – whether L&D, OD, HR business
partners or change managers – need to unite and collaborate as a strategic,
people-centric, collective if we are to enrich the employee experience for the
better of humans.
Also, if there is one area within the people profession that lacks clear
definition or strict boundaries, it’s probably the domain of L&D and OD.
It’s a real jumble and mishmash of capabilities, academic disciplines and
project briefs. For example, at the time of writing this book, I was coaching
an L&D Director who was responsible not only for all learning within the
organization but also talent development, succession and the broader Agile
transformation of the business. Another assignment saw a Head of Talent
and Leadership for a large multinational insurance company tasked with
innovating its executive C-suite onboarding and in doing so partner closely
with recruitment, mobility and reward. I was also coaching a people leader-
ship team on a monthly basis and the most critical strategic initiative in their
portfolio was a project called Pay, Progression and Performance. This project
essentially required every skillset from across the function and included
learning, organizational development, talent, reward, HR business partner-
ing, change management and people operations.
xii Preface

This tension of titles and competing remits versus the need to work
collaboratively to solve complex problems within the people profession
has shaped much of my career. With good humour I remember desperately
wanting to be called the Head of OD rather than L&D in a previous role,
because at the time I thought it was more progressive. I also assumed such
a title better represented a job description that included performance,
leadership and culture change as well as steering the organization’s learn-
ing curriculum. I now appreciate that in the end it didn’t matter what my
title was. What mattered was my approach and how I collaborated with
others. Interestingly, I also recall a constant struggle in that job to obtain
enough capacity and talent to deliver large organization-wide initiatives. It
felt like I was always negotiating to secure the right skills and stakeholder
relationships necessary for the project to be a success, from people and
teams already committed to other projects or targets. I think of what I
could have achieved if I had known then what I know now. By forming a
multidisciplinary Agile team around each problem to solve, I could have
got so much more done!
This book, Agile L&D, is a combination of the following elements:

●● An ode to my younger self leading L&D and OD teams, now armed with
the knowledge that the discipline is ripe for Agile disruption. These teams
are often the best to kickstart a broader Agile transformation within the
people function or wider business.
●● An update, refresh and enhancement of my thinking since the first book.
●● Sharing of new tools, templates and step-by-step guides that I’ve crafted
in collaboration with great L&D and people teams over the last few
years.
●● The point of view of a learning professional, whose consulting business
is based on the ongoing need to coach, facilitate and design learning
­solutions.
●● An understanding that some of the most pressing workplace challenges
faced within organizations sit within the L&D and OD domain or at
least require these skills to help solve them.
●● A call to action to everyone working within, and in partnership with, the
people profession.
 Preface xiii

Since writing the first book, the need for the people profession to embrace
business agility has become even more urgent. Faced with business chal-
lenges never experienced before we need a transformational mindset and a
related Agile toolkit or playbook to help us navigate this complex terrain. I
hope that by the end of this book you’ll agree that I’m still L&D enough for
you, and you’re ready to help in changing our profession for the benefit of
people, profit and the planet.
xiv

THIS PAGE IS INTENTIONALLY LEFT BLANK

 xv

ACKNOWLEDGEMENTS

This book is not only based on my own words but enriched with stories
sourced from an amazing group of L&D and people leaders. Much of the
real-world context and practical case studies in this book are thanks to
them. The interviewees I would like to acknowledge and thank are:
Tracey Waters – former People Experience Director at Sky UK and now
Group Leadership and Talent lead at a large Australian bank. Tracey was
one of the first people leaders I know to embrace Agile and transform her
team into a multidisciplinary innovative collective. These days I’m fortunate
enough to call Tracey a friend and her achievements feature throughout this
book.
Arne-Christian van der Tang – Chief HR Officer at TomTom, is a strate-
gic visionary who has inspired me for many years both through the leadership
of his function and his dynamic ideas on the future of work.
Amanda Bellwood – People Director at Tombola and former People and
Culture Director at Sky Betting and Gaming – was one of my first clients
and has generously given her time over the years to co-host numerous Agile
HR meetups and events. Amanda continues to be a source of ingenuity, not
to mention inspiring chats.
Nebel Crowhurst – Chief People Officer at Reward Gateway, former
People and Culture Director at Roche and Head of People Experience at
River Island – also very kindly provided the Foreword to this book and has
been a close collaborator ever since working together back in her River
Island days.
Eoin Cannon – business agility coach at Upwell Learning – regularly
partners with me as an associate at PXO Culture. Eoin and I met at one of
my very first Agile HR Meetups in London back in 2016 and we have
remained friends to this day.
Cassie Soady – former Head of Culture and People Transformation at
WooliesX and Chief People Officer for Digital Data, Analytics, Technology
and Enterprise Operations at National Australia Bank. Cassie jokingly
comments that I helped make her cool by co-hosting several Agile HR
Meetups in Sydney. In turn, I have become more knowledgeable about Agile
organizational transformation through Cassie and I love that she continues
to push the boundaries of our profession.
xvi Acknowledgements

David James – Chief Learning Officer at 360Learning and former Director

of Talent, Learning and Organizational Development at Disney – is close to
being L&D royalty and a true thought leader. David and I met when PXO
Culture partnered with his previous company Looop, which was a trail-
blazer in building an Agile L&D business model. It was an honour to have
David contribute to this book.
Greg McCaw – Chief People Officer at BKL and former Director of
People Experience and DEI at Flutter. Greg and I first met when he worked
with Amanda Bellwood at Sky Betting and Gaming and where they led some
of the most groundbreaking people processes I’ve seen. Today, Greg helps
me keep it real.
Jodie Pritchard – former Head of Learning at the large UK charity
Citizens Advice and now Director of L&D at the children’s charity
Barnardo’s – is the very essence of a great Agile L&D leader. It’s a sign of the
times that, despite having collaborated virtually for many years, Jodie and I
only met face to face for the first time recently. I’m happy to report that
Jodie is even better in real life!
Sara Sheard – Executive Director of Business Operations at Incommunities
and former Deputy People Director at Mencap – is an amazing leader who
goes out and turns your theory into practice. Sara is genuinely championing
a new approach not just in how the people function operates but the whole
organization.
Geoff Morey – Head of Colleague L&D at Macmillan Cancer Support – is
again someone I’ve only ever met and worked with online, but it feels like
we’ve known each other personally for years. We have the type of relationship
where the coach learns just as much as the client.
Nicki Somal – experienced Agile HR coach and consultant, who part-
ners with me at PXO Culture regularly as an associate. Nicki started as a
Scrum Master in Tracey Water’s team at Sky UK when they first went Agile.
She then became an Agile coach for the broader organization and now
fortunately shares her wisdom with me and other people teams through her
consulting. Nicki’s enthusiasm and positivity make even the most challeng-
ing ­scenarios fun.
Adam Hepton – former software developer and tech people manager
who moved into HR and OD at Sky Betting and Gaming and then Tombola.
Adam offers that much-needed outside-in perspective and his tremendous
success in HR, despite a technical background, just demonstrates that think-
ing in job titles and functional silos often holds HR back.
 Acknowledgements xvii

Kate Walker – People Programme and Projects Lead at Arup. Kate invited
her team to participate in one of my Agile HR bootcamps several years ago
and we’ve stayed in touch ever since. Her team continues to grow and flour-
ish in its Agile capability.
Danny Seals – founder of Knot, well-known HR innovator – and Vice
President, Employee Innovation, Listening and Effectiveness at RAKBANK,
graciously offered insights from his many years leading employee experience
design and innovation teams. We also healthily disagree on the T-shape model.
Sarah Ford – Head of HR Innovation at Diageo – invited me to the launch
of its new team and innovation model which fortuitously coincided with the
writing of this book. Sarah’s team is market leading and I’ve yet to come
across another operating model like theirs. I have no doubt it will be a
standard approach across people teams in the years to come.
Laura Keith – CEO of Hive Learning – is an excellent example of a coura-
geous leader willing and able to use an Agile mindset to not only transform
her team but continue to develop a market-leading gen-AI business. Thank
you, Laura, for offering an insight into the future of L&D tech.
It’s also important to thank my good friend and business collaborator
Jane Weir, whose conversations always help me see things from a fresh
perspective. Jane’s reframing of the Agile Manifesto stars in Chapter 2.
Many ideas and frameworks are brought to life visually in this book by
the fabulous art director, Tizano Pilustri. Tiz has been PXO Culture’s
­illustrator and brand director from the start and I love his beautiful, inclu-
sive and funky designs. I encourage you to check out his great portfolio at
www.tiz-p.com.
Tom Haak, who has recently retired from the HR Trend Institute, defi-
nitely deserves a mention here as well. While we no longer partner closely in
business, Tom’s ideas, insights and controversial views have shaped many
chapters in this book.
When you write books, it is inevitable that close relationships are nega-
tively impacted. Tim Goodwin, my life partner, definitely bears the brunt of
my anxiety and stress-induced meltdowns, and I’m forever in his debt.
What’s worse is that this time Tim was also recovering from a shoulder
injury and surgery. Hopefully in years to come we’ll be able to look back on
this year with a smile.
I’m also terribly sorry to my dear sister, Eleanor Dank, for negatively
impacting her Scottish holiday with book writing and Covid. Thank you for
helping out and making it all ok. I love you.
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