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You can return goods you have ordered from us for any reason at any time within 14 days of receipt for a full refund or exchange. Upon receipt of the goods we will give you a full refund of the amount paid or an exchange credit as required, less (if for any reason the these costs have not been paid by you) the costs of delivery to us.
The rights to return the goods to us will not apply in the following circumstances: in the event that the product has been used. This brand-new In-Focus report from Towards Maturity and Charles Jennings provides fresh evidence looking at the actions behind the numbers and the impact on performance.
The 2015-16 Towards Maturity Industry Benchmark Report looks at how learning and business leaders can embrace change in order to improve performance on all accounts.
New research highlights how to shift compliance training from 'tick in a box' to creating a culture of compliance.Keeping up with the ever-changing regulatory environment is a constant challenge in almost all industry sectors. The 2015 Sector Benchmark Report for Mid-Sized Businesses (MSBs) is available to download at the bottom of this page.
The 2015 Professional Services Sector Benchmark Report is available to purchase from our shop.
The 2015 Finance and Insurance Sector Benchmark Report is available to purchase from our shop. The 2015 Energy and Utilities Sector Benchmark Report is available to purchase from our shop. At the heart of the Persian Army were the 10,000 Immortals a€“ soldiers chosen for their bravery and skill. Created Zoroastrianism a€“ A religion that taught that the forces of good and evil were battling for control of the universe.
First Persian War - In 490 BC Darius I invaded the Greek mainland to punish the Greek city-states for helping rebellious Greeks in the Persian Empire.
A¬300 Spartans held off the Persian army at Thermopylae pass for three days until they were betrayed and overwhelmed.
A¬The Athenian navy defeated the Persians in a navel battle at Salamis and on land at Plataea. Education, clear thinking (philosophy) and the arts were valued in Athensa€¦in addition to a strong military.
After the Persian Wars Athens formed an alliance of Greek city-states called the Delian League.
In 415 BC Athens attempted to expand its empire once again, by attacking the island of Sicily. In 359 BC Phillip II became king of Macedonia and (very soon) led his army south to conquer the disorganized Greeks.
Phillipa€™s success as a military leader was based on a fighting formation called a phalanx a€“ a group of warriors who stood close together in a square with long spears.
Philip II planned to march east and conquer the Persian Empire, but in 336 BC he was assassinated while celebrating his daughtera€™s wedding.
Alexander quickly demonstrated his leadership abilities at age 20 by ruthlessly putting down a rebellion in the Greek city-state of Thebes.
Beginning in 334 BC, Alexander moved east and south out of Greece and conquered the Persians, Egyptians and other smaller groups. Alexander was a great admirer of Greek culture so his longest lasting legacy was that he spread Greek culture across his empire as he conquered.
Over many centuries these cultures blended together to form Hellenistic Culture or Hellenism. Greek philosophers believed that one thing was more important than anything else in lifea€¦a€¦.using the human mind to think and understand.


Plato a€“ A student of Socrates, Plato wrote The Republic in which he described the prefect society.
Archimedes a€“ Invented the a€?water screwa€? that allowed the lifting of water to a higher level. At the heart of the Persian Army were the 10,000 Immortals a€“ soldiers chosen for their bravery and skill.A  The army also had an excellent cavalry a€“ a unit of soldiers who ride horses. After four years of disorder, a prince, Darius I came to power.A  He became known as the a€?king of kingsa€?. Built The Royal Road.A A  It stretched 1,700 miles and allowed messengers to travel quickly.
Philip II planned to march east and conquer the Persian Empire, but in 336 BC he was assassinated while celebrating his daughtera€™s wedding.A  His son Alexander would take his placea€¦a€¦. Alexander quickly demonstrated his leadership abilities at age 20 by ruthlessly putting down a rebellion in the Greek city-state of Thebes.A  He now could go and conquer an empire without fearing any further rebellions in Greece. Many government buildings in the US today are modeled after the Greek style.A  Greek buildings are known for their columns and balance.
Aristotle a€“ Taught that people should live lives of moderation and balance.A  The should use reason, or clear and ordered thinking to guide their lives.
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Along with most organisations in the sample, increasing learning access and flexibility is a key driver for learning innovation through technology. However, twelve months on, there are still significant skills gaps in critical areas of business and commercial influence, understanding and technological ability amongst L&D professionals.
A consumer-focused, technology-enabled learning strategy builds business performance and employee engagement. They are also looking to improve on-the-job productivity and reduce the time that people can spend away from their job in formal training, speeding up the application of learning into the workflow. Embracing Change is free to download, thanks to the support of Towards Maturity’ Ambassadors. Their input into this research provides benchmark values for key performance indicators and also allows us to articulate the characteristics of effective practice demonstrated by those that are achieving the greatest business impact.Benchmark respondents were drawn from 55 countries, with just 60% from the UK. Very little work has been undertaken to consider how the smaller end of this group of 'large' businesses are performing and how they can improve on the L&D they deliver to staff.
However, many programmes fail to achieve their potential, despite high levels of investment.
However, whilst improving training efficiency is paramount, retail businesses are also looking to improve the quality and consistency of the learning experience.
This research was conducted online in 2015, involving over 600 organisations, 17% of which were from MSBs - organisations with 250-999 staff. Through a process of comparison with industry benchmarks, learning from those organisations that are achieving the best results from implementing an e-enabled learning culture, we can hope to improve performance and impact of learning and development programmes across all those in the Finance and Insurance sector. In this research, we look at the way in which people are using mobile devices for learning, as well as their willingness and motivation to learn in their own time.Fast Facts from this reportThe workforce has gone mobile. It is the brainchild of three global business executives who saw a growing need for putting more knowledge in people's hands, in a format they could quickly absorb to stay current.Each of their summaries is formatted using their proven template to maximize knowledge retention. We review the strengths and weaknesses of implementation practices, as compared with top learning organisations who are achieving the highest impact from their implementation of learning technologies in the workplace.For example, despite setting impressive goals, our research shows that across a reference set of 19 drivers for investment, the average number achieving the benefits they seek across the sample as a whole was only 31%.
However, there is a reluctance to change, so it is essential that the key barriers holding back the progress of L&D departments are tackled head-on.
The Towards Maturity team have investigated the impact of adopting new models of learning on business and performance using evidence from over 600 L&D leaders taking part in the 2015 Towards Maturity Benchmark.


We aim to provide insights by benchmarking both informally (drawing on the anecdotal experiences of others) and formally, by considering a framework of effective practices that define top performing learning organisations.In this report, we provide organisations with 250-999 employees with the evidence to help them modernise their learning strategy.
This rises to 38% for the Professional Services sector, but this is still a long way behind the levels being achieved by the best. This rises to 32% for the Energy and Utilities sector, but this is still a long way behind the levels being achieved by the best. However, the fact that not a single business is ranked in the top decile reveals that those organisations classified in the top quartile are at the lower end of that range.
Those in top learning companies are achieving an average of 53% whilst those in the top deck achieve 63% of the benefits they seek. We review the strengths and weaknesses of implementation practices, as compared with top learning organisations who are achieving the highest impact from their implementation of learning technologies in the workplace.For example, despite setting impressive goals, our research shows that across a reference set of 19 drivers for investment, the average number achieving the benefits they seek across the sample as a whole was was only 31%. L&D staff are better able to create engaging online content and apply principles of instructional design. They would need to almost double this proportion to match the percentage allocated by the top learning companies.
Towards Maturity's mission aligns perfectly with getAbstract's and we look forward to new collaborations that bring L&D professionals the resources they need, when they need it. When it comes to supporting a great learning experience, what can these individuals teach us? You can also find these on page Download the InfographicThanks to the support of Acteon we've created a one-page infographic containing some of the key highlights from this year's Industry Benchmark Report. Demographics and Overview117 organisations with 250-999 staff76% of those were from the UK51% were from the private sector12% were operating in a single location within one nation65% operated in multiple locations within one nation, 23% were multinationalsAt first glance, the Towards Maturity benchmarking data portrays organisations with 250-999 staff as behind the curve when it comes to a modernised learning strategy. This rises to 37% for the Finance and Insurance sector, but this is still a long way behind the levels being achieved by the best. They are more aware of the potential of technology-enabled learning, and they are much better tuned into the needs and priorities of their business. For example, only16% report that they are improving organisational performance through learning innovation8% report that they are improving performance managementImpact and EfficiencyThey are, however, realising significant impact from modernising their learning strategies through technology. Despite 65% operating in multiple locations in one nation and a further 23% with an international presence, their use of learning technologies in particular dramatically lags behind.MSBs are tech-enabling less of their formal learning than the sample average and significantly less than top learning organisations. The benchmarking review process included questions on the priority skills for L&D professionals and how they are acquired. They are investing a lower proportion of their training budget on technology, and achieving lower take up and achievement rates.MSBs are realising significant impact from modernising their learning strategies through technology. For retail, overcoming line manager reluctance is causing the most problems:75% report a reluctance amongst line managers to encourage new ways of learning (75% average)71% report a lack of skills amongst employees to manage their own learning (63%)Budgets and BarriersIn the retail sector, nearly half (47%) of the responding organisations report an increase in learning budgets over the last two years and expect this trend to continue over the next two years. Embracing Change is free to download, thanks to the support of the Towards Maturity Ambassador programme. As a result, L&D activities are not always in line with how leaders are actively learning. The most notable increase in this sector has been in the desire to use technology-enabled learning to help implement new processes or new products. Most retail respondents (79%) have seen an increase in the budgets for technology-enabled learning and nearly half (47%) have experienced increases in team size, mainly in content development and instructional design.
Improving staff retention and informing customers of new products and services are less important than last year. By downloading this report, you agree for your email address to also be shared with our sponsors (Please contact us directly for a copy if you do not wish for your address to be shared).



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