I fully concur with the description of the problem, but the solutions sound a bit vague, and this article is targeting the wrong people. To accuse training departments of being complicit in the "compliance charade" overlooks the fact that most senior management and budgets are driven purely by that objective. I can count on two hands the number of major client companies who have been willing to invest in a broader framework of mentoring, social networking, self directed learning, and performance support to truly implement real learning and change. (I can count a few more that talk about it, but don't really do it). In each case it has taken a strong visionary to champion those things internally, and to overcome resistance from IT, HR, accounting, other departments competing for budget, etc. Maybe the first step needs to be a concerted effort to tell the story at the boardroom level, and to highlight the success stories in publications and media that investors read!