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Dr. J.J. Walcutt is a scientist, innovator, and learning engineer that specializes in talent development and strategic reform across education, military, and government. She served in the U.S. government as the director of innovation at the Advanced Distributed Learning Initiative under the Office of the Secretary of Defense and as a Human Innovation Fellow under the Office of Personnel Management. During her tenure in the government, she helped define the interoperable digital backbone required for training, education, and talent development across the military, intelligence, and greater security sector. She also designed an open innovation model for re-imagining the executive branch to promote talent development and retention. In her role at the Pentagon, Walcutt focused on promoting the science of learning through her service as a U.S. Delegate to NATO, Partnership for Peace, and as a national and international keynote speaker. In her role as a human innovation fellow, she used the science of human centered design to recommend improved governmental communication structures with the American people to promote innovative problem solving. In this role, she provided keynote speeches nationally regarding innovation across, and transformation of, the federal government. Walcutt has over 20 years of experience in research and development for training and education with specific interests in improving educational systems to promote talent development, knowledge management, and decision making under stress.

JJ Walcutt

ATD has published posts on topics related to modernizing the federal workforce and how leaders should rethink training and development. No matter what institution or organizational structure you work in, there is always one common denominator when it comes to change—policy.Indeed, it is critical to understand what policies are in place to enable or restrict change, innovation, and in some cases, progress. Leading the way in recent news, the Department of the Air Force (DAF) has implemented DAF Instruction (DAFI) 36-2685. The rollout of this instruction will help provide structure to the Enlisted Airmanship Continuum (EAC) to prepare both Airmen and Guardians (US Space Force (USSF)) for progressively demanding roles. This sort of policy looks at a career holistically and enables personnel to become lifelong learners, which has been a buzzword in recent years, but there have been few clear pathways to achieve it. The other key to success is ensuring that personnel have strong career planning—from accessions through retirement. The EAC does this for DAF personnel, providing foundational competency plans to take them from Basic Military Training (BMT) through Chief Master Sergeant Leadership Academy and beyond.This policy introduces military education prerequisites to ensure personnel have the right building blocks before advancing to the next level. For example, by 2025, completing the Junior Enlisted Foundations Course (JEFC) will be mandatory before attending Airman Leadership School (ALS). This sort of progression safeguards against anyone just “ticking boxes.” Instead, people are gaining the skills and competencies they need to thrive at every step.Additionally, the DAF is embracing the future of military education through technologies. Distance learning programs, for instance, are now designed to match the rigor of in-resident schools, making high-quality training accessible no matter where airmen are stationed. Programs like the Enlisted-to-AFIT initiative (think: graduate-level STEM education) and Education with Industry (EWI) are also pushing the envelope, immersing personnel in cutting-edge technical and strategic experiences that go beyond traditional classroom learning.No matter the organization—military, government, or civilian workforce—providing clear pathways for success is essential for driving both individual and institutional growth. Continuums of learning, like the one outlined in DAFI 36-2685, highlight how development should be transparent, easy to follow, and scalable to meet the diverse needs of all personnel.This is particularly critical for members of the Reserve and Guard, who often face unique challenges in accessing education and training. By ensuring they receive appropriate credit for their achievements and offering flexible, clearly mapped pathways, organizations empower all team members to stay engaged, build on their experiences, and move seamlessly toward their goals.Bottom line: When learning is accessible and inclusive, it benefits not just the individual but the entire organization—fostering readiness, innovation, and a culture of excellence.

Know the Policy: Department of the Air Force Charges Forward With New Force Development for Enlisted Education

This year proved to be memorable for L&D in the public sector, highlighting the necessity of understanding the future role of data and how it will shape training across the enterprise. From the digital data highway that needs to be created to the

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How We Can Modernize the Federal Workforce

Learning engineering (LE) is the next generation of educational design that recognizes a multitude of delivery mechanisms—live, mobile, virtual reality, and more—incorporates a deeper understanding of how the brain works, and capitalizes on the resea

Learning Engineering: What Is It and How Can the Government Benefit?

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