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Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
Allison Anderson and Bob 2 of 3
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Allison Anderson and Bob 2 of 3

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Intel's Allison Anderson and Bob

Intel's Allison Anderson and Bob

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  • 1. Brave New Bob (a review and look forward) November 1, 2006
  • 2. Current Situation Analysis – Two Months Ago • We have said learning is a process, not an event, but do little to support that model. • We know that it takes action, practice and feedback to solidify most types of learning, and yet we do not offer many venues for practice/feedback. • We have not incorporated the explosion of self-publishing and collaborative learning in to our methodology and recommendations • We have historically relied primarily on formal learning • We have historically produced large, “inflexible” courses (which biz groups and instructors have adapted anyway) • IU does not currently capitalize on the increasing internal use of new resources (e.g.; blog.intel.com / intelpedia.intel.com) • IU is strategically moving from Classroom to E-learning, but we have no stated model or criteria for recommending interventions within this strategy • Our design/development model is not fast or flexible enough to meet the urgent demands of our changing environment • Efficiency and cost-effectiveness continue to drive change • Add conversation here Our partners WANT us to evolve, our learners NEED us to evolve, the corporation DEMANDS that we evolve. This is a unique opportunity to change. 2 11/20/2008 Intel University Design Services Team - Biz Ops
  • 3. Current Situation Analysis - Today We don’t know – what can we piece together? It’s a process, it’ll take time. What types of content are we supporting? What businesses are we supporting? What is Intel’s overall strategy for learning & development? How does our work fit in with other groups? – ILD Program Management – Intel U Product Line Management – Intel U Governance – Intel U Performance Consultants – BGHR 3 11/20/2008 Intel University Design Services Team - Biz Ops
  • 4. Why Bob? Because Bob is about innovation Bob isn’t the same as what we’ve done before Bob needed a name besides a strategy Bob is an evolution Bob could cause a revolution And really… it’s all about Bob anyway. 4 11/20/2008 Intel University Design Services Team - Biz Ops
  • 5. Bob – an Intel employee 5 11/20/2008 Intel University Design Services Team - Biz Ops
  • 6. How does Bob learn? (and WHY does Bob Learn?) Practice/ Apply Acquire Feedback (depth) (breadth & depth) (depth) Identify the need Test the application Apply it on the for information, of the skill, test job, dig deeper, acquire information whether information fill the gaps, refresh or skills has been absorbed, when needed refresh if necessary 6 11/20/2008 Intel University Design Services Team - Biz Ops
  • 7. The model applies to all levels of competency But the approach may vary* Foundational Intermediate Advanced Classroom Univ. Program Static, web Acquire (wiki, html) Acquire Acquire Practice/ Practice/ Practice/ Feedback Feedback Feedback Apply Apply Apply *These are examples only – not specific, binding recommendations 7 11/20/2008 Intel University Design Services Team - Biz Ops
  • 8. How does Bob learn (Part 2)? Bob searches for information electronically Bob communicates with people in person, on the phone, electronically Subject Matter Experts Peers and Co-workers W W W W CL Bob tries things out on his own B Bob takes e-courses PS Bob goes to classes B J Bob participates B WBT Bob learns with others S Bob experiences things on the job Bob B Bob role models for others C 8 11/20/2008 Intel University Design Services Team - Biz Ops
  • 9. Ecosystems Are sometimes facilitated, sometimes self-directed B Might center around: – Topics W W W – Competencies W CL – Geographies – Job skills S – Business Groups – Specific Learning Focus B PS B WBT Involve many types of learning J C May be long or short term B May be formal or informal May grow spontaneously or be developed centrally Have always been there, whether we acknowledged them them or not 9 11/20/2008 Intel University Design Services Team - Biz Ops
  • 10. Informal Ecosystems Formal A Skill Assessment W B 0 B Blog 0 A 1:1 Coaching 0 0 C B 0 People E W B ILT Instructor Led Course Sk S PS J Job Aid W E W O Object P Podcast Ecosystems include many elements* PS Performance Support P P J P WBT SkillSoft E P Sk W P E S Simulation P CL W Wiki page E B P C WBT WBT Course J B *These are examples only 10 11/20/2008 Intel University Design Services Team - Biz Ops
  • 11. Designated SME Saadia Vikas Formal content begets new C C C C C C C C user- generated content Chaos!?!? Bob Repositories Bob is notified C Stabilized Content when new formal C C C C content is posted C Bring Order to the Chaos C (search/tag, validation) Discarded/edited content D&D Objects are developed/ updated to include user- generated content O O C O C O O Add to formal solution content Everybody is an SME at something 11 11/20/2008 Intel University Design Services Team - Biz Ops
  • 12. What does it take to create Bob’s world? Engagement – – Getting people involved in the ecosystems – entry points – Getting subject matter experts involved Technology – – Finding the technologies that will support the pla 12 11/20/2008 Intel University Design Services Team - Biz Ops
  • 13. Making the shift - Immediate Tactical Goals • Understand Bob’s role moving forward. Where do we add value, and where do we shift the learning design strategy. • Get ILD excited and engaged – introduce Bob to a wider audience • Take another look – how can/does it apply for Management and Leadership development strategies? Does it need to? • Identify where we do and do not control content (sage on the stage vs. guide on the side) • Criteria for recommending learning interventions – Done 9/2006 • Evaluation recommendations/Success Criteria (What makes us successful, what do we evaluate, when and how) • Build one: Building the DM Competency Ecosystem – Next steps for competencies TBD • Tie Bob to eLSW work – identify the technical implications/plan for elements 13 11/20/2008 Intel University Design Services Team - Biz Ops
  • 14. Making the shift - Long Term Strategic Goals • Create a culture of learning, engage the masses • How do we connect people to people, content, expertise, etc.? Tools? Communication? • Comprehend our role in creating the learning environment & developing ecosystems • Create and nurture Change Agents to speed user adoption • Capitalize on instructors, subject matter experts, managers, create the mega learning ecosystem 14 11/20/2008 Intel University Design Services Team - Biz Ops
  • 15. Next Steps • Identify the buy-in plan – use it or lose it? • Meet with Design/Development team members – spin people up on technologies, background, gather input and ideas. • Meet with Bruce and Brad to discuss how Bob can fit into Learning Framework discussions • Find strategic opportunities - Meet with Ann Davis and Debra Whitaker regarding Manager Transitions Program and whether Bob can make an appearance. • Identify intersection with eLSW work • Create a technical plan • Review intervention matrix – Validate structure/approach – Validate feasibility of interventions 15 11/20/2008 Intel University Design Services Team - Biz Ops
  • 16. Making the shift – New Approaches New approach to content: • Identify cognitive learning (eg; info only) vs. behavior change/ attitudes and move info acquisition to informal, asynch. forms (wiki, blog, podcast, etc.) • Harvest expertise from SME’s, harvest new SME’s and topics from New approach to design & development • Shift away from the “learning as event” model and toward a “learning as a process” model – add the development part of “Intel Learning and Development” • Create/expand facilitated learning workgroups • Shorter modules, smaller, more flexible chunks • Focus ILT on higher competency, deeper skills • Engage subject matter experts in more of the process (developing content, leading workgroups, etc.) 16 11/20/2008 Intel University Design Services Team - Biz Ops
  • 17. Choosing Learning Interventions
  • 18. Sample Design Elements More Individual More Collaborative Podcast Coaching/ Mentoring Blogs Test / Assessment AEP (Breeze) RSS Feed Brown Bag/ ILT (F2F/virtual) Online Chat Job Aid Books 24x7 (document) Work Groups Gaming EPSS Discussion Forum Wiki Online Simulation/ Scenario Social Networking Tools WBT Module Community of Practice Case Study (course, mini module or process consultant) Canned Structured Event (webcast, virtual) 18 11/20/2008 Intel University Design Services Team - Biz Ops
  • 19. Design & Learning Learning Network – Strategy Support Apply Formal & Informal Refresh Discussion Forums Design Learning & Content Expert Finder Strategy (Ecosystem) Live Chat Email Feed & Seed Ecosystem Harvest Knowledge Practice/ Formal Learning Work Groups Feedback Invitation & Self-Publishing Communication Engage SME’s Acquire Organizational Support (Management support, robust learning culture, tools & systems) 19 11/20/2008 Intel University Design Services Team - Biz Ops
  • 20. TIME More “E” More “I” Level of Competency Fewer More people people Broad Specific/ Knowledge Level of Depth/Specificity Deep knowledge # of People 20 11/20/2008 Intel University Design Services Team - Biz Ops
  • 21. Practice/ Apply/ Acquire Refresh Feedback Learning & Design Strategy Learning Ecosystem Design Learning & Content Strategy Formal & Informal Learning Groups Feed & Seed Ecosystem Networking Opportunities Harvest Knowledge Discussion Forums, Chat, email Invitation & Communication Self-Publishing Engage SME’s Organizational Support (Management support, robust learning culture, tools & systems) 21 11/20/2008 Intel University Design Services Team - Biz Ops
  • 22. Our Scorecard Acquire Practice/ Apply Feedback We do some here, We focus much of We do little but focus more on here and need our energy here, much more job aids than connecting people though not in an or integrated integrated way support 22 11/20/2008 Intel University Design Services Team - Biz Ops
  • 23. Acquire Information B Blog WW W Wiki page W W B Bob has a question, he looks for a relevant entry in Intelpedia. The wiki leads him to Cara’s Blog. BOB As he reviews the wiki, he realizes he needs to learn a new skill. In her Blog, Cara mentions a short Instructor Led practice simulation that she is taking. Bob decides to attend. 23 11/20/2008 Intel University Design Services Team - Biz Ops
  • 24. Practice / Feedback – Access to Expertise B Blog WW W Wiki page W W C 1:1 Coaching B Bob and Cara attend the Instructor Led S Simulation practice simulation. They decide to keep in contact to share thoughts and ideas as they work on their projects. Cara Vikas finds B something in B Bob’s blog and S Bob starts his they connect. own blog. Vikas BOB C B In the virtual practice session, Bob meets Saadia. Saadia offers to be a coach. Saadia 24 11/20/2008 Intel University Design Services Team - Biz Ops
  • 25. Apply / Refresh B Blog WW W Wiki page W W C 1:1 Coaching Bob starts his own B blog. Vikas finds S Simulation something in Bob’s blog and they J Job Aid PS connect. E Expertise Cara P Bob has Job Aids B J B Performance and performance S Support S support tools at his disposal as he Vikas P Podcast applies the skill to his job BOB C E B Through his growing network, Bob finds experts across the company. Saadia 25 11/20/2008 Intel University Design Services Team - Biz Ops
  • 26. The Ecosystem Evolves B Blog WW W Wiki page W W C 1:1 Coaching CL WBT B S Simulation Bob eventually finds J Job Aid Bob develops a BKM and posts a podcast PS WBT and ILT classes that will take him to to the wiki an advanced level. E Expertise Cara P B J B Performance S Support S P Vikas P Podcast WB BOB T WBT Course C E E B CL Instructor Led Course As time goes on, Bob’s network of experts continues to grow. Saadia 26 11/20/2008 Intel University Design Services Team - Biz Ops
  • 27. Everyone is a part of the Ecosystem Bob’s ecosystem is connected to many other ecosystems. W W W W CL B PS B J B S WBT C B 27 11/20/2008 Intel University Design Services Team - Biz Ops

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