When Kimberly started as director of her organization’s learning and development department, she reported to one senior vice president. With a staff of four, her main responsibilities were to build a performance-based learning organization in support of strategic goals and talent development. Within a year, partnerships and service agreements were initiated with key business units. Measures of learning’s contribution to job and business results were being identified for select programs. Executive dashboard reports were on the drawing board. Then the company went through reorganization and started a series of downsizing. Within nine months, Kimberly’s job changed three times, and the senior vice president changed twice. Kimberly and her team were being aligned constantly with different lines of business, each with different objectives. “It was like management by chaos,” she says. “We could never get any traction for learning since leaders and their priorities were constantly shifting.”