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Learning @ the Speed of Change Delivering Strategic Value in the New Normal                                Bob Mosher &   ...
2008—The New Normal•   Market Upheaval•   Technological Disruptions•   Demographic Churn•   Political Instability
The Challenge: Market Upheaval“Brace yourself for more market upheavalAsia had a bad night, Europe had a bad morning, and ...
The Challenge: Technological                      DisruptionFALLS CHURCH, Va., Oct. 22, 2008 /PRNewswire/“A wave of disrup...
The Challenge: Demographic Churn• In developed countries the native workforce is decreasing and  aging: “high rates of fer...
The Challenge: Political Instability•   The implied projected cumulative loss (tied to the 9/11 terrorist attacks) in    n...
To survive, organizationsmust—  Learn @ the speed of        changeIn other words, they mustbe able to continuouslyundergo ...
The Opportunity of the New Normal“The meltdown of 2008 will be seen as the mother of all disruptions… disruption makes thi...
Organizational Learning AgilityBenchmarking Series Members        • A global management consulting, technology          se...
To learn @ the speed of change, your         organization must:1   Develop its External Intelligence Monitoring Capacity. ...
To learn @ the speed of change, your         organization must: 1   Develop its External Intelligence Monitoring Capacity....
Develop External Intelligence Monitoring Capacity.                                Learning                                ...
To learn @ the speed of change, your         organization must: 1   Develop its External Intelligence Monitoring Capacity....
Cultivate a Dynamic Learning mindset across the                      entire organization.                                 ...
To learn @ the speed of change, your         organization must: 1   Develop its External Intelligence Monitoring Capacity....
Develop Leadership capacity to support learning         agility at the organizational level.Leadership behavior is the sin...
To learn @ the speed of change, your         organization must: 1   Develop its External Intelligence Monitoring Capacity....
Put in place and evolve the organizational learning andperformance support systems that sustain individual and            ...
To learn @ the speed of change, your         organization must: 1   Develop its External Intelligence Monitoring Capacity....
Evolve learning & support technology infrastructure to optimize and support organizational learning agility.             M...
Evolve learning & support technology infrastructure to optimize and support organizational learning agility.              ...
Evolve learning & support technology infrastructure to optimize and support organizational learning agility.              ...
Evolve learning & support technology infrastructure to    optimize and support organizational learning agility. Reference ...
Put in place and evolve the organizational learning andperformance support systems that sustain individual and            ...
Thank you for participating!!• b.mosher@ontuitive.com• c.gottfredson@ontuitive.com• www.ontuitive.com            Copyright...
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Transcript of "Ls xchange deck.2012."

  1. 1. Learning @ the Speed of Change Delivering Strategic Value in the New Normal Bob Mosher & Conrad Gottfredson www.thefivemoments.com Copyright Conrad Gottfredson, Bob Mosher 2012
  2. 2. 2008—The New Normal• Market Upheaval• Technological Disruptions• Demographic Churn• Political Instability
  3. 3. The Challenge: Market Upheaval“Brace yourself for more market upheavalAsia had a bad night, Europe had a bad morning, and so, now, America isfalling. The upheaval on world markets is not out of the ordinary …”James Quinn, 5:51PM BST 24 Oct 2008http://www.telegraph.co.uk/finance/financetopics/recession/3254591/Brace-yourself-for-more-market-upheaval.html
  4. 4. The Challenge: Technological DisruptionFALLS CHURCH, Va., Oct. 22, 2008 /PRNewswire/“A wave of disruptivetechnologies is reshapingindustry, triggering newbusiness models andaltering consumer andemployee behaviors…”(http://findarticles.com/p/articles/mi_m4PRN/is_2008_Oct_22/ai_n30928932?tag=content;col1 )
  5. 5. The Challenge: Demographic Churn• In developed countries the native workforce is decreasing and aging: “high rates of fertility and mortality have been replaced by low rates of both. Since 2000 the US has witnessed no net increase in native-born Americans and birth rates are extremely low among educated women.”• This is driving global outsourcing and “replacement migration.”• New talent is more mobile by choice: “members of the 25-34 age group stay only an average of 2.9 years in their place of employment.” World Economic Forum, January 2008 Panel Session http://www.weforum.org/en/knowledge/KN_SESS_SUMM_22327?url=/en/knowledge/KN_SESS_SUMM_22327
  6. 6. The Challenge: Political Instability• The implied projected cumulative loss (tied to the 9/11 terrorist attacks) in national income through the end of 2003 amounted to 5 percentage points of annual GDP, or half a trillion dollars. Economic Consequences of Terrorism, http://www.oecd.org/dataoecd/11/60/1935314.pdf
  7. 7. To survive, organizationsmust— Learn @ the speed of changeIn other words, they mustbe able to continuouslyundergo new skill cycles toprepare for new competitivecycles —constantly re-tooling inorder to maintain theircompetitiveness.
  8. 8. The Opportunity of the New Normal“The meltdown of 2008 will be seen as the mother of all disruptions… disruption makes things new again, and what might not havebeen possible in the old regime suddenly is. …”“Change is difficult. Its hard, and people avoid it when we can, butchange eventually happens when the consequences of standing stilllook worse than the consequences of taking a chance on change. …Its time for all of us to change -- standing still is not an option, andwe can only imagine the disruptions ahead.” Denis Pombriant http://www.crmbuyer.com/story/64878.html?wlc=1227021580
  9. 9. Organizational Learning AgilityBenchmarking Series Members • A global management consulting, technology services and outsourcing company with 186,000 employees in 120 countries. • The worlds largest semiconductor company with 86,000 employees. • The largest global family entertainment company with more than 180,000 employees • A leading North American corporate health insurer with international reach in Asia and the European Union. • Among the largest global public relations agencies, operating in more than 50 countries • 130 year old company conducting clinical research in more than 50 countries, marketing pharmaceutical products in 143 countries. • The world’s leading aerospace organization • Government intelligence and security agency
  10. 10. To learn @ the speed of change, your organization must:1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe and monitor the broader external landscape in key areas that could improve or potentially threaten organizational competency.2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the collaborative power of the organization to learn at or above the speed of change.3 Develop its Leadership capacity to support learning agility at the organizational level. This includes the capacity to lead change.4 Put in place and evolve the organizational learning and performance support systems that sustain individual and collective learning agility: Develop processes, systems, structures, and other forms of support that provide people in the organization the help they need in their coordinated learning and execution activities.5 Evolve its learning & support technology infrastructure to optimize and support organizational learning agility Copyright Conrad Gottfredson, Bob Mosher 2012
  11. 11. To learn @ the speed of change, your organization must: 1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe and monitor the broader external landscape in key areas that could improve or potentially threaten organizational competency. 2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the collaborative power of the organization to learn at or above the speed of change. 3 Develop its Leadership capacity to support learning agility at the organizational level. This includes the capacity to lead change. 4 Put in place and evolve the organizational learning and performance support systems that sustain individual and collective learning agility: Develop processes, systems, structures, and other forms of support that provide people in the organization the help they need in their coordinated learning and execution activities. 5 Evolve its learning & support technology infrastructure to optimize and support organizational learning agility Copyright Conrad Gottfredson, Bob Mosher 2012
  12. 12. Develop External Intelligence Monitoring Capacity. Learning Function Intelligence Strategy Function Function Copyright Conrad Gottfredson, Bob Mosher 2012
  13. 13. To learn @ the speed of change, your organization must: 1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe and monitor the broader external landscape in key areas that could improve or potentially threaten organizational competency. 2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the collaborative power of the organization to learn at or above the speed of change. 3 Develop its Leadership capacity to support learning agility at the organizational level. This includes the capacity to lead change. 4 Put in place and evolve the organizational learning and performance support systems that sustain individual and collective learning agility: Develop processes, systems, structures, and other forms of support that provide people in the organization the help they need in their coordinated learning and execution activities. 5 Evolve its learning & support technology infrastructure to optimize and support organizational learning agility Copyright Conrad Gottfredson, Bob Mosher 2012
  14. 14. Cultivate a Dynamic Learning mindset across the entire organization. 3.0 2.0 Dynamic Continuous Learning Learning (2004-2009) 1.0 Rapid, adaptive, (1981-2004) collaborative, and Permanent Continuous learning for self-directed ongoing qualification. learning at the Learning moment of need. (1957-1981) One-time learning for permanent qualification.From TRCLARKLearning Agility Benchmarking Study
  15. 15. To learn @ the speed of change, your organization must: 1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe and monitor the broader external landscape in key areas that could improve or potentially threaten organizational competency. 2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the collaborative power of the organization to learn at or above the speed of change. 3 Develop its Leadership capacity to support learning agility at the organizational level. This includes the capacity to lead change. 4 Put in place and evolve the organizational learning and performance support systems that sustain individual and collective learning agility: Develop processes, systems, structures, and other forms of support that provide people in the organization the help they need in their coordinated learning and execution activities. 5 Evolve its learning & support technology infrastructure to optimize and support organizational learning agility Copyright Conrad Gottfredson, Bob Mosher 2012
  16. 16. Develop Leadership capacity to support learning agility at the organizational level.Leadership behavior is the single most important determining factor of organizationallearning agility. • How prepared are you for the transition from the “leader as expert” paradigm to one that emphasizes the “leader as learner” • To what extent is your personal credibility based on your personal learning agility as opposed to old knowledge? • How much do you lean on the machinery of your organization to govern your personal learning path? Are you on educational welfare? • How effective are you at calling forth the discretionary efforts and creative potential of other people through the influence of your learning habits, curiosity, and enthusiasm in the face of problems that don’t yet have answers? • Can you engage and mobilize people based on your influence skills? How often do you hide behind the artifacts of title, position, and authority to press people into service? • Do you feel personally threatened by the fact that your knowledge and skills are becoming obsolete? Are you psychologically prepared to show your vulnerability to incompetence as your skills become outdated because you have the ability to learn and adapt? • If competence is a matter of individual learning agility, what are you doing to prepare for the new environment? • Do you believe that learning is where advantage comes from, that it represents the highest form of enterprise risk management, and that the biggest risk a firm can take is to cease to learn? Copyright Conrad Gottfredson, Bob Mosher 2012
  17. 17. To learn @ the speed of change, your organization must: 1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe and monitor the broader external landscape in key areas that could improve or potentially threaten organizational competency. 2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the collaborative power of the organization to learn at or above the speed of change. 3 Develop its Leadership capacity to support learning agility at the organizational level. This includes the capacity to lead change. 4 Put in place and evolve the organizational learning and performance support systems that sustain individual and collective learning agility: Develop processes, systems, structures, and other forms of support that provide people in the organization the help they need in their coordinated learning and execution activities. 5 Evolve its learning & support technology infrastructure to optimize and support organizational learning agility Copyright Conrad Gottfredson, Bob Mosher 2012
  18. 18. Put in place and evolve the organizational learning andperformance support systems that sustain individual and collective learning agility Aligned to deliver ROI and specific business benefitEmbedded in the workflow and readily available at the moment of apply. According to specific roles and varying access needs (role andContextual circumstance) Only what’s needed in the form needed to effectively performJust enough inside the business process with formal learning to compliment and extend current learningIntegrated investments Trusted and current in every place. Copyright Conrad Gottfredson, Bob Mosher 2012
  19. 19. To learn @ the speed of change, your organization must: 1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe and monitor the broader external landscape in key areas that could improve or potentially threaten organizational competency. 2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the collaborative power of the organization to learn at or above the speed of change. 3 Develop its Leadership capacity to support learning agility at the organizational level. This includes the capacity to lead change. 4 Put in place and evolve the organizational learning and performance support systems that sustain individual and collective learning agility: Develop processes, systems, structures, and other forms of support that provide people in the organization the help they need in their coordinated learning and execution activities. 5 Evolve its learning & support technology infrastructure to optimize and support organizational learning agility Copyright Conrad Gottfredson, Bob Mosher 2012
  20. 20. Evolve learning & support technology infrastructure to optimize and support organizational learning agility. Mastery Train Copyright Conrad Gottfredson, Bob Mosher 2012
  21. 21. Evolve learning & support technology infrastructure to optimize and support organizational learning agility. Concept & Task Mastery OTJ Competence How are you intentionally helping this happen? Train Transfer Time Time Copyright Conrad Gottfredson, Bob Mosher 2012
  22. 22. Evolve learning & support technology infrastructure to optimize and support organizational learning agility. Concept & Task Mastery OTJ Competence How are you intentionally How dynamic are helping your learners? this happen? Train Transfer Sustain Time Time Copyright Conrad Gottfredson, Bob Mosher 2012
  23. 23. Evolve learning & support technology infrastructure to optimize and support organizational learning agility. Reference and critical skills learning Train Transfer Sustain Software Authored Embedded Performance Support Solution (EPSS) Time to Competence(50% reduction on average) Copyright Conrad Gottfredson, Bob Mosher 2012
  24. 24. Put in place and evolve the organizational learning andperformance support systems that sustain individual and collective learning agility Aligned to deliver ROI and specific business benefitEmbedded in the workflow and readily available at the moment of apply. According to specific roles and varying access needs (role andContextual circumstance) Only what’s needed in the form needed to effectively performJust enough inside the business process with formal learning to compliment and extend current learningIntegrated investments Trusted and current in every place. Across multiple EPSS solutions creating an overarching PS Scalable Framework Copyright Conrad Gottfredson, Bob Mosher 2012
  25. 25. Thank you for participating!!• b.mosher@ontuitive.com• c.gottfredson@ontuitive.com• www.ontuitive.com Copyright Conrad Gottfredson, Bob Mosher 2012
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