2
Content Mastery and the
High-Impact Learning
Organization
David Mallon,
VP Research,
Bersin by Deloitte,
Deloitte Consul...
3
Agenda
 L&D‟s Challenges and the Changing Nature of “Learning
Content”
 Content and the High-Impact Learning Organizat...
4
L&D‟s Role: Myth vs Reality
All Learning Needs
L&D
WHO MEETS THESE?
HOW?
5
The New Workforce and New Workplace
Employee
Mentor
Peer
Partner
Candidate
Customer
W O R K P L A C E
Interconnected
Dyn...
6
Need for Informal Learning
3%
4%
8%
14%
28%
33%
36%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Corporate documentation
User gene...
7
Blogs
Ratings
Mentoring
Wiki‟s
Video
Podcasts
Discussion Boards Social
Networking
Tagging
Micro-blogs
Virtual
Worlds
Str...
8
“Learning Content” is
ANYTHING that
supports/improves
performance.
 Instructor-Led
Training
 Virtual Classroom
 Games...
Caterpillar Confidential Yellow
WHAT CONTENT DO YOU MANAGE?
POLL #1
10
HILOs Take Responsibility For the
Challenges of Content
Finding the
Right
Information at
the Right Time
and in the
Righ...
Current State
OR
13
Agenda
 L&D‟s Challenges and the Changing Nature of “Learning
Content”
 Content and the High-Impact Learning Organiza...
14
The Bersin by Deloitte
High-Impact Learning Organization
Maturity Model
Organizational
Capability Development
Talent an...
15
2012 HILO Dimensions:
Foundations (“Table Stakes”)
1 Organization Model
2 Leadership (CLO)
3 Governance
4 Funding / Res...
16
Content Sourcing/Mgmt Capabilities
This list AND…
 Building simple, self-paced e-learning
 Ability to build complex, ...
17
Master the Capabilities
Learning Content Sourcing/Mgmt Capability
Learning Content Capability
Simple e-
Learning
Sharin...
18
Content Discovery Capabilities
Higher Level, Broader Implications
 Audience Intelligence / Profiling
 Performance Tel...
Caterpillar Confidential Yellow 19
Content at Caterpillar: The Solution
(so far)
20
Agenda
 L&D‟s Challenges and the Changing Nature of “Learning
Content”
 Content and the High-Impact Learning Organiza...
21
Enterprise Learning Framework
Version 2.0
LearningArchitecture
Organization,Governance&Management
Measurement,Evaluatio...
22
People: Modern HILOs VS The Rest
% of HILOs Excelling vs Rest
Knowledge
Management
+
46%
Information
Architecture
+
46%...
Caterpillar Confidential Yellow
DO YOU HAVE THE SKILLS YOU
NEED?
POLL #2
Caterpillar Confidential Yellow
WHAT DO YOU KNOW ABOUT YOUR
AUDIENCES?
POLL #3
25
Process: Audience Intelligence
What You Don’t Know About Your Learners Can Hurt You
11%
8%
13%
20%
17%
19%
24%
19%
43%
...
26
Process: A Clear Definition of Talent
COMPETENCIES
& PROFILES
CAREER PATHS DEVELOPMENT
PLANNING
Orgs that are expert at...
27
Process: Templates & Standards
Reduce production
time
Establish
consistency
Support
standardization
Respond quickly to
...
28
Search
Profiles &
Preferences
Roles,
Skills &
Compet-
encies
Audience
Intelligence
Perform.
Data
Tech: Learning Content...
29
Tech: Learning Content Management
Perform.
Data
LMS
INTERNET
SMEs
Employees
BUSINESS
INTELLIGE
NCE
Customers
Profiles &...
30
Enterprise Learning Framework
Version 2.0
LearningArchitecture
Organization,Governance&Management
Measurement,Evaluatio...
Caterpillar Confidential Yellow
New look and feel
32
Agenda
 L&D‟s Challenges
 Content and the High-Impact Learning Organization
 The Changing Nature of “Learning Conten...
33
Bottom Line
What You Need to Know
 Learning Organizations should reinvent themselves to remain
relevant and to support...
Expertise Unleashed
Quality Learning Anytime, Anywhere
• Searchable: Find the Knowledge You Need Now
• Mobile: Access Lear...
Mobile
Flexible
Searchable
Customizable
Caterpillar Confidential Yellow 37
Questions?
About Deloitte
As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/u...
How Content Strategy Drives the High Impact Learning Organization
How Content Strategy Drives the High Impact Learning Organization
How Content Strategy Drives the High Impact Learning Organization
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How Content Strategy Drives the High Impact Learning Organization

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According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.

In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.

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  • What are you using – are you using these?
  • What does it mean –top twoL&D function =
  • Set context – what we are talking about is not small…
  • The biggest points of difference – or, in other words, the disciplinesfor which the top 10 percent have the greatest lead over their felloworganizations are:1. Information architecture;2. Knowledge management;3. Business intelligence / analytics;4. Development of rich media / information visualization; and,5. Performance consulting.This data is both fascinating and highly illustrative. On one hand, except for the special case that is performance consulting (which we come back to shortly), these are all disciplines at which the top 10 percent is not as highly skilled, at least relatively. That said, they are far better than their peers at these disciplines. These two somewhat divergent observations say something about what it means to be a modern high-impact learning organization. All of the disciplines you see here are important to a learningorganization – but, if you want to point out explicitly the disciplines of the modern learning organization, you would do well to start with these five. They are required for success at just about all of the approaches we have discussed so far. But, they are difficult to master, as evidenced by the fact that even the best of today’s modern high-impact learning organizations are still developing their skills in these areas. The overall lack of successful adoption of the various modern approaches covered earlier could at least be partially explained by the overall lack of expertise in these areas.
  • Template-based authoring technology reduces production time, improves consistency and helps ensure standardization. This allows organizations to respond quickly to business needs and more easily maintain, reuse and update content. This saves money and time by reducing redundancies and costs associated with recreating material.
  • Set context – what we are talking about is not small…
  • Transcript of "How Content Strategy Drives the High Impact Learning Organization"

    1. 1. 2 Content Mastery and the High-Impact Learning Organization David Mallon, VP Research, Bersin by Deloitte, Deloitte Consulting LLP Michael Miller, Process & Standards Supervisor, Caterpillar, Inc.
    2. 2. 3 Agenda  L&D‟s Challenges and the Changing Nature of “Learning Content”  Content and the High-Impact Learning Organization  The Foundation of a High-Impact Approach to Content - PEOPLE - PROCESS - TECHNOLOGY  Closing Thoughts
    3. 3. 4 L&D‟s Role: Myth vs Reality All Learning Needs L&D WHO MEETS THESE? HOW?
    4. 4. 5 The New Workforce and New Workplace Employee Mentor Peer Partner Candidate Customer W O R K P L A C E Interconnected Dynamic Performance-driven New Leadership More Specialized New Models for HR W O R K F O R C E Multi-Generational Global Interconnected Mobile Transient New Models for Career Manager Accelerating Technological Innovation Increasing Distance and Distribution Increasing Diversity Increasing Talent Scarcity Weakening Structures Paralyzed and/or Irrelevant Public institutions
    5. 5. 6 Need for Informal Learning 3% 4% 8% 14% 28% 33% 36% 60% 0% 10% 20% 30% 40% 50% 60% 70% Corporate documentation User generated materials Formal training - outside provider Peers, friends, personal networks Formal training - company provided Coaching by supervisor On the job mentoring, projects, rotation On the job experience Which learning approaches drive the greatest business value in your organization? 72% of companies believe their most valuable learning approaches are informal, yet only 30% of resources are focused here © Bersin & Associates, High-Impact Learning Practices® n=1,100, www.bersin.com/hilp
    6. 6. 7 Blogs Ratings Mentoring Wiki‟s Video Podcasts Discussion Boards Social Networking Tagging Micro-blogs Virtual Worlds Stretch Assignments Communities of Practice Collaboration Search Simulations Surveys Content is … Whitepapers Case Studies Articles Visual Aids Presentations Books Corp Websites Manuals Performance Support Product Demonstrations Instructions Observations JournalingStandard Operating Procedures Newsletters Corporate Communications Marketing Collateral Business Process DocumentationPrograms Role Playing Classroom Conferences eLearning Coaching Webinars Lunch „n Learns Chalk Talks Onboarding Debates Consulting Lectures Experiments Labs Teaching Courses Workshops Interviews Feedback Mistakes Successes Job Rotations Peers Project Post-Mortems Meetings Role Models Job Shadows After Action Reviews Customer Data Goals Play Conversations Dialogue Reports Memos Appraisals Business Performance Data CRM Records Proposals
    7. 7. 8 “Learning Content” is ANYTHING that supports/improves performance.  Instructor-Led Training  Virtual Classroom  Games  Simulations  Testing & Evaluation  e-Learning  Search  Books | Articles  Videos | Podcasts  Learning Portals  Wikis | Blogs  Forums | CoPs  Social Networks  Expert Directories  Coaching | Mentoring  Electronic Performance Support  Customer Feedback  Rotational Assignment  After Action Reviews  Development Planning Formal Social Learning and On-Demand LearningEmbedded in Work Plus Related Business Content
    8. 8. Caterpillar Confidential Yellow WHAT CONTENT DO YOU MANAGE? POLL #1
    9. 9. 10 HILOs Take Responsibility For the Challenges of Content Finding the Right Information at the Right Time and in the Right Format © Bersin & Associates, High-Impact Learning Practices® n=1,100, www.bersin.com/hilp
    10. 10. Current State OR
    11. 11. 13 Agenda  L&D‟s Challenges and the Changing Nature of “Learning Content”  Content and the High-Impact Learning Organization  The Foundation of a High-Impact Approach to Content - PEOPLE - PROCESS - TECHNOLOGY  Closing Thoughts
    12. 12. 14 The Bersin by Deloitte High-Impact Learning Organization Maturity Model Organizational Capability Development Talent and Performance Improvement Training & Development Excellence Incidental Training & Job Preparedness Organization Value of Learning Utilitarian Programmatic Cultural Strategic What „Learning‟ Means to Leadership Training & Job Shadowing Programs & LMS‟s Agility Leadership & Talent Pipeline What „Learning‟ Means to the Individual Trial & Error on My Job Going to Workshops Continuous Improvement / Career Growth Preparing for My Next Job Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
    13. 13. 15 2012 HILO Dimensions: Foundations (“Table Stakes”) 1 Organization Model 2 Leadership (CLO) 3 Governance 4 Funding / Resource Allocation Model 5 Learning Technology Strategy 6 Learning Architecture Maturity 7 Demographics (Type, Size, Industry) L&D Capabilities 8 High-Impact Learning Measurement Capability 9 Learning Content Capability 10 Performance Consulting Capability 11 Audience Analysis Capability 12 Social Learning Capability 13 On-Demand Learning Capability 14 Embedded Learning Capability 15 Global Learning Capability Integration of Talent and Learning 16 Integrated Talent Management Strategy 17 Success at Integrated Talent Management Initiatives (e.g., Profiles & Competencies, Development Planning, Career Management, etc.) 18 HR Alignment & Using HR Metrics Learning Culture 19 High-Impact Learning Culture ALL OF THESE DIMENSIONS ARE IMPORTANT TO THE SUCCESS OF ANY LEARNING ORGANIZATION... HOWEVER… SOME JUST PROVIDE THE ESSENTIAL FOUNDATION THAT ALL L&Ds NEED AND OTHERS SEPARATE THE LEADERS FROM THE REST. Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
    14. 14. 16 Content Sourcing/Mgmt Capabilities This list AND…  Building simple, self-paced e-learning  Ability to build complex, self-paced e-learning (e.g., high interactivity, multi-linear structure, multipurpose)  Expertise in 3D, virtual worlds and / or serious games  Expertise in use of video  Enforcing organization wide standards for content development  Reusing content in several places without duplication  Repurposing or recycling content  Sharing content across the enterprise  Designing content to be delivered “just in time”  Systematically reviewing and maintaining content  Designing once and publishing in multiple formats
    15. 15. 17 Master the Capabilities Learning Content Sourcing/Mgmt Capability Learning Content Capability Simple e- Learning Sharing Content Recyclin g Content Just-in- Time Delivery Reuse without Recreatio n System- atic Life Cycle Maintena nce Complex e- Learning Video Org-wide Standard s Create 1x / Publish Many Formats 3D, Sims, Serious Games 4 Leading Leading Leading Leading Performing to Leading Leading Leading Performing to Leading Performing to Leading Performing Performing 3 Performing to Leading Performing to Leading Performing to Leading Developing to Performing Developing to Performing Developing to Performing Developing to Performing Developing to Performing Developing to Performing Developing Developing 2 Developing to Performing Developing to Performing Developing to Performing Emerging Emerging Emerging Emerging to Developing Emerging Emerging Emerging Emerging 1 Emerging Emerging Emerging Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
    16. 16. 18 Content Discovery Capabilities Higher Level, Broader Implications  Audience Intelligence / Profiling  Performance Telemetry / HR Analytics  Curation / KM / Ontologies / Information Design  Information Architecture  Corporate Search - Federation - Search Engine Optimization  Community Management  Mobile
    17. 17. Caterpillar Confidential Yellow 19 Content at Caterpillar: The Solution (so far)
    18. 18. 20 Agenda  L&D‟s Challenges and the Changing Nature of “Learning Content”  Content and the High-Impact Learning Organization  The Foundation of a High-Impact Approach to Content - PEOPLE - PROCESS - TECHNOLOGY  Closing Thoughts
    19. 19. 21 Enterprise Learning Framework Version 2.0 LearningArchitecture Organization,Governance&Management Measurement,Evaluation&Transfer Support Disciplines Performance Consulting | Instructional Design Information Architecture | Knowledge Management | Content Development | Program Management | Change Management Community Management | Measurement & Evaluation | Business Intelligence Tools & Technology LMS/LCMS/Learning Portals | Talent Management Systems Content Lifecycles | Rich Media | Collaboration & Social Software Mobile | Performance Support | Virtual Classroom Reporting & Analytics | Assessment & Evaluation Strategy | Operating Plan | Funding Model | Stakeholders Learning Culture Building Trust | Encouraging Reflection | Demonstrating Learning’s Value Enabling Knowledge Sharing | Empowering Employees | Formalizing Learning as Process Environments | Programs | Process Support Learning Solutions Learning Audiences Jobs | Roles | Proficiencies | Competencies | Preferences | Demographics | Geographies | Business Problems Approaches Instructor-Led Virtual Classroom Games Simulations E-Learning Embedded Performance Support Customer Feedback Rotational Assign. After Action Reviews Dev. Planning Social Wikis | Blogs | Forums Communities of Practice Social Networks Expert Directories Coaching | Mentoring On-Demand Search Books | Articles Videos | Podcasts Learning Portals Formal Informal Performance Consulting Instructional Design Content Development Content Management Implementation | Delivery Communications | Marketing Administration | Support Core L&D Processes Learning Strategy & Business Planning Source: Bersin & Associates, 2012.
    20. 20. 22 People: Modern HILOs VS The Rest % of HILOs Excelling vs Rest Knowledge Management + 46% Information Architecture + 46% Business Intelligence + 43% RichMedia/ InfoVisual. + 39% Performance Consulting + 35% Four of the top 5 practitioner disciplines that differentiate High- Impact Learning Organizations are related to content. Source: Bersin & Associates, 2012.
    21. 21. Caterpillar Confidential Yellow DO YOU HAVE THE SKILLS YOU NEED? POLL #2
    22. 22. Caterpillar Confidential Yellow WHAT DO YOU KNOW ABOUT YOUR AUDIENCES? POLL #3
    23. 23. 25 Process: Audience Intelligence What You Don’t Know About Your Learners Can Hurt You 11% 8% 13% 20% 17% 19% 24% 19% 43% 14% 17% 21% 19% 21% 28% 25% 28% 29% 23% 38% 33% 27% 33% 35% 31% 34% 19% 27% 31% 26% 20% 24% 17% 15% 17% 7% 25% 5% 7% 13% 4% 2% 5% 1% 1% Demographics Current knowledge/skill/competency level relevant to the need at hand Current work priorities / directives Resume/CV Material Current work conditions / environmental constraints IT literacy / skill level Cultural background, cultural norms held Career interests Social media literacy / skill level 1 - Poor 2 3 4 5 - Excellent • A Level 4 HILO recognizes the value in taking a marketer’s eye to understanding audiences. • Collection of this intelligence is a continuous process, not just the A in ADDIE. Source: Bersin & Associates – Key Findings : Becoming a High-Impact Learning Organization, 2012 Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
    24. 24. 26 Process: A Clear Definition of Talent COMPETENCIES & PROFILES CAREER PATHS DEVELOPMENT PLANNING Orgs that are expert at/driving high value from profiles & competencies are 19x more likely to be a High Impact Learning Organization. These structures provide the framework by which the right content reaches the right learner at the right time. Q: How successful are you at driving strategic value from? High Impact vs Low 70% 43% 64% 23% 7% 26%
    25. 25. 27 Process: Templates & Standards Reduce production time Establish consistency Support standardization Respond quickly to business needs More easily maintain, reuse, and update content Reduce redundancy and costs associated with recreating material
    26. 26. 28 Search Profiles & Preferences Roles, Skills & Compet- encies Audience Intelligence Perform. Data Tech: Learning Content Management LMS INTRANET INTERNET L&D SMEs Business / Operational Leadership Extended Enterprise Employees 3rd Party Providers Communities of Interest/Practice BUSINESS INTELLIGE NCE ERP / CRM Customers Content Sources Content Stores Frameworks for Context and Personalization Pathways for Discovery, Dist ribution and Access The Learner
    27. 27. 29 Tech: Learning Content Management Perform. Data LMS INTERNET SMEs Employees BUSINESS INTELLIGE NCE Customers Profiles & Preferences 1. Bridges and federates the content stores. Can act as a store. 2. Applies/enforces the frameworks for context & personalization. 3. Transforms to fit the pathways for discovering, distribution & access. 4. Provides a base foundation for the content <-> learner value chain. 5. Manages the content lifecycle.
    28. 28. 30 Enterprise Learning Framework Version 2.0 LearningArchitecture Organization,Governance&Management Measurement,Evaluation&Transfer Support Disciplines Performance Consulting | Instructional Design Information Architecture | Knowledge Management | Content Development | Program Management | Change Management Community Management | Measurement & Evaluation | Business Intelligence Tools & Technology LMS/LCMS/Learning Portals | Talent Management Systems Content Lifecycles | Rich Media | Collaboration & Social Software Mobile | Performance Support | Virtual Classroom Reporting & Analytics | Assessment & Evaluation Strategy | Operating Plan | Funding Model | Stakeholders Learning Culture Building Trust | Encouraging Reflection | Demonstrating Learning’s Value Enabling Knowledge Sharing | Empowering Employees | Formalizing Learning as Process Environments | Programs | Process Support Learning Solutions Learning Audiences Jobs | Roles | Proficiencies | Competencies | Preferences | Demographics | Geographies | Business Problems Approaches Instructor-Led Virtual Classroom Games Simulations E-Learning Embedded Performance Support Customer Feedback Rotational Assign. After Action Reviews Dev. Planning Social Wikis | Blogs | Forums Communities of Practice Social Networks Expert Directories Coaching | Mentoring On-Demand Search Books | Articles Videos | Podcasts Learning Portals Formal Informal Performance Consulting Instructional Design Content Development Content Management Implementation | Delivery Communications | Marketing Administration | Support Core L&D Processes Learning Strategy & Business Planning Source: Bersin & Associates, 2012.
    29. 29. Caterpillar Confidential Yellow New look and feel
    30. 30. 32 Agenda  L&D‟s Challenges  Content and the High-Impact Learning Organization  The Changing Nature of “Learning Content”  Methods and Approaches for Effectively and Efficiently Authoring, Delivering, and Managing Learning Content  Closing Thoughts
    31. 31. 33 Bottom Line What You Need to Know  Learning Organizations should reinvent themselves to remain relevant and to support business success.  HILOs demonstrate higher Effectiveness, Efficiency and Alignment.  Between 2008 and 2011 their profits grew 3X faster than the rest of the orgs studied.  Core CAPABILITIES such as Learning Measurement & Evaluation, Learning Culture and Learning Content Capability separate the leaders from the rest.  The Foundation of a High-Impact approach to content will mean adding new Disciplines to your team, new Processes and new Technologies. Creating a Learning Architecture to tell the end- to-end story is essential.
    32. 32. Expertise Unleashed Quality Learning Anytime, Anywhere • Searchable: Find the Knowledge You Need Now • Mobile: Access Learning Wherever You Are • Flexible: Learning Your Way (classroom, video, audio, on-line) • Social: Sharing knowledge with Your Peers
    33. 33. Mobile Flexible Searchable Customizable
    34. 34. Caterpillar Confidential Yellow 37 Questions?
    35. 35. About Deloitte As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2013 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

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