Getting It Right
Building Successful Technology-enabled
Learning and Development Strategies
Charles Jennings
Duntroon Associates
www.duntroon.com

In 2007 US organizations spent $134.39 billion on
employee learning and development*
*(American Society for Training & Development – ASTD)
For the past 20 years, not more than 10% of training
expenditures actually result in transfers to the job**
** Baldwin & Ford (1988)
reconfirmed by Ford & Weissbein 1997

The Seven Underpinning Principles
1. VUCA impacts everything we do
2. New Workplace Dynamics are now in play
3. Alignment with business strategy is vital
4. We must use ‘New World’ thinking and practice
5. Only focus on ‘Real’ adult learning
6. Speed to Competence is critical for success
7. „Access‟ is now the key differentiator

We‟re working in an environment of increasing:
 Volatility
 Uncertainty
 Complexity
 Ambiguity
Don‟t fight it, learn to manage within it
4

a. Changing Work
Studies have shown that 70-80% of what
Routine work shrinking, interaction-based work increasing
employees learn, they acquire
b. Changing Resources
informally on the job.
Information exploding, tools emerging, networks becoming ubiquitous
c. Changing People
Gen Y entering workforce, changing behaviours, \"pull\" approach -
knowledge, information, practices and behaviours obtained from
peers, colleagues, interactions, role models and relationships.

What business managers care about ….
to contribute business value, your L&D strategy
needs to be:
 Learning‟s contribution to Growth
 Business-driven
 Scalable
 Learning‟s contribution to Productivity
 Innovative
 The role Learning can play in Transformation
 Effective & efficient
 The Strategic Value the Learning function
 Cost constrained
provides to the organisation

Push Pull
Formal training Collaborative learning
Rigid Personalised
Mandated User generated
Inflexible delivery Flexible (virtual/wearable)
Instructor led New media

“Learning is the ability to acquire new ideas from
experience and retain them as memories”
Eric Kandel
Columbia University
Learning (Nobel LaureateEXPERIENCEon Learning & Memory)
for work
• Experience
• Practice
PRACTICE
• Conversation
• Reflection
CONVERSATIONS
REFLECTION

Speed to Competence is a critical measure
(but not the only end-game)
not just for the organisation, but:
1. as a measure of the efficiency of L&D
2. as a measure of the effectiveness of L&D
3. as a measure of the responsiveness of L&D
4. as a measure of L&D‟s innovativeness
9

Memorization Familiarization On-Demand
 Knowledge retention is no longer a differentiator
Concept Context Task
‘how much of the knowledge you need to do your job is stored in
Purely conceptual What your own mind?’
is the process? How do I do this?
 Access
Training to knowledge is now the key differentiator
Performance Support

A GPS on the Desktop
Performance Support or Business Process
Guidance is a FAR BETTER option than
TRAINING
Where knowledge is required that:
 is Role-based
 is Task-based
 is Process-based
 is Product-based

 Avoiding „LMS paralysis‟
 Navigating and engaging the CIO & IT Department
 Building evolving, fit-for-purpose solutions
 Focusing on using technology to increase:
- Learning effectiveness
- Learning efficiency
- Learning speed
- The value-add of learning

Charles Jennings
Duntroon Associates
charles@duntroon.com
www.duntroon.com