1It’s aPeopleProblem!Andy WoolerHR Technology ManagerLegal & General Group PlcThe Learning andOrganisational DevelopmentDi...
2Here’s the challenge:“an organisationsknowledge walks out ofthe door every night – andit mightnever come back.”SOURCEKevi...
3The Knowledge DrainOver the next 5 years:• Approx. 2% of our current workforce will retire• Every year, a further 11% of ...
4Community ofPractice““A Community of Practice is acommunity of people who careabout the domain, thus creating thesocial f...
Context is King!
6Social Network““A social network is a socialstructure made of nodes (whichare generally individuals ororganisations) that...
7KnowledgeManagement“The art of creating value from anorganisation’s Intangible Assets.”SOURCEKevin Abley (Cap Gemini) in ...
8Here’s anotherchallenge:“If we don’t deal with this,Corporate Comms or ITwill – indeed, they mayalready believe they have...
9Socialisation ExternalisationCombinationTacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationN...
10SocialisationCombinationTacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationNonaka & Takeuch...
11CombinationTacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationNonaka & Takeuchi, 1995 “The ...
12Tacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationNonaka & Takeuchi, 1995 “The Knowledge C...
13KM Principles• Knowledge originates and resides in people’s minds• Knowledge sharing requires trust• Knowledge Sharing m...
14KM in action• Use of support forums online instead of support contracts• ItunesU – US DOD openly share learning content•...
15Collaboration PrinciplesCollaboration requires several key components:• Trust• Need/Motivation• Shared Aspirations• Trad...
My BossMy Boss’s BossMy Direct Reports
18Time to introduce some of my team:
19Time to introduce some of my team:Mark Oehlert,DefenceAcquisitionUniversity, USAElliott Masie, leadingUS Learning “guru”...
Taking the “Twit” out of TwitterWho is monitoring “L&G” as asearch in Twitter?
21“If we trust themwith a $30maircraft & guidedweapons we oughtto be able to trustthem withFacebook! “Mark OehlertUS Dept ...
22“If you have emailand telephones,you already have aproblem! “Mark OehlertUS Dept of Defence Acquisition UniversityLearni...
23“Few enterprisesoffer much supportfor collaborationbetween theextremes of emailand structuredcollaboration”Jeffrey Mann ...
24“If you hire me,you also getaccess to mynetwork – so whybar access to it atwork? “Andy WoolerLearning Technologies Confe...
But why is this a peopleissue?Can IT create the context?Can Corporate Communications createthe context?
Dynamic Communities thatcould add value• People with the same job• People with the same competency or skill requirement• P...
27“Work on yourstrategy for socialsoftware in HCMand Learning now!“Thomas OtterResearch Director, HCM, GartnerSaba EMEA RU...
28“As a rule, he orshe who has themost informationwill have thegreatest successin life.“Benjamin Disraeli
 “Our challenge is to process datainto information, refine informationinto knowledge, extract fromknowledge understanding,...
If this truly is a “PeopleProblem”, then it needs“People Solutions” to fix it!
31Thanks for listening!andy.wooler@landg.comandy@andywooler.comhttp://www.twittter.com/awoolerhttp://uk.linkedin.com/in/an...
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The learning and organisational development directors strategy meeting 2010 no notes

  1. 1. 1It’s aPeopleProblem!Andy WoolerHR Technology ManagerLegal & General Group PlcThe Learning andOrganisational DevelopmentDirectors Strategy Meeting2010
  2. 2. 2Here’s the challenge:“an organisationsknowledge walks out ofthe door every night – andit mightnever come back.”SOURCEKevin Abley (Cap Gemini) in OR SocietyConference on Knowledge Management,London, Nov 1998
  3. 3. 3The Knowledge DrainOver the next 5 years:• Approx. 2% of our current workforce will retire• Every year, a further 11% of the current workforce will leavevoluntarily (based on 2007 & 2008 data)This could mean that over the next 5 years, some 50% of thecurrent implicit knowledge held by our people walks out of thedoor and doesn’t come back
  4. 4. 4Community ofPractice““A Community of Practice is acommunity of people who careabout the domain, thus creating thesocial fabric for learning, sharing,inquiry & trust.”SOURCEWenger, McDermott, Snyder,“Cultivating Communities of Practice”,(Boston, Mass: Harvard Business SchoolPress,2002)
  5. 5. Context is King!
  6. 6. 6Social Network““A social network is a socialstructure made of nodes (whichare generally individuals ororganisations) that are tied by oneor more specific types ofinterdependency, such as values,visions, ideas, financial exchange.friendship, kinship, dislike,conflict or trade.” SOURCEhttp://www.wikipedia.org/wiki/Social_Graph
  7. 7. 7KnowledgeManagement“The art of creating value from anorganisation’s Intangible Assets.”SOURCEKevin Abley (Cap Gemini) in OR SocietyConference on Knowledge Management,London, Nov 1998
  8. 8. 8Here’s anotherchallenge:“If we don’t deal with this,Corporate Comms or ITwill – indeed, they mayalready believe they havedone so!”
  9. 9. 9Socialisation ExternalisationCombinationTacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationNonaka & Takeuchi, 1995 “The Knowledge Creating Company: How JapaneseCompanies Create the Dynamics of Innovation”The Knowledge Spiral
  10. 10. 10SocialisationCombinationTacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationNonaka & Takeuchi, 1995 “The Knowledge Creating Company: How JapaneseCompanies Create the Dynamics of Innovation”The Knowledge Spiral - NowIntranet SharedDrivesLMS CommunitiesSharepoint
  11. 11. 11CombinationTacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationNonaka & Takeuchi, 1995 “The Knowledge Creating Company: How JapaneseCompanies Create the Dynamics of Innovation”The Knowledge Spiral – Future 1Intranet SharedDrivesLMS CommunitiesSharepointIn-House“Twitter”Instantmessaging Blogs
  12. 12. 12Tacit Knowledge Explicit KnowledgeTacitKnowledgeExplicitKnowledgeInternalisationNonaka & Takeuchi, 1995 “The Knowledge Creating Company: How JapaneseCompanies Create the Dynamics of Innovation”The Knowledge Spiral – Future 2IntranetSharedDrivesLMS CommunitiesSharepointIn-House“Twitter”InstantmessagingBlogsTwitterFacebookLinkedInWiki’sRSSFeedsTagging
  13. 13. 13KM Principles• Knowledge originates and resides in people’s minds• Knowledge sharing requires trust• Knowledge Sharing must be encouraged and rewarded• Management support & resources are essential• Knowledge is creative and should be encouraged to develop in unexpected ways• Technology enables new knowledge behavioursWorking Knowledge – How Organisations Manage What They KnowDavenport & Prusak, 1998
  14. 14. 14KM in action• Use of support forums online instead of support contracts• ItunesU – US DOD openly share learning content• Weekly discussion using Twitter by global L&D Community• “Tweetbooks” – sharing the discussion beyond the tool• Facebook as a Learning Management System via add-on modules• Contacting business partners via Instant Messenger (Accenture do this)• LinkedIn as a networking tool – not just for job hunters!• Youtube is more than sneezing Pandas – content used by L&D• Skype used as a conferencing tool
  15. 15. 15Collaboration PrinciplesCollaboration requires several key components:• Trust• Need/Motivation• Shared Aspirations• Traditions• Listening• Courage• Critical Thinking• Time• Tolerance of Diversity• A Shared LanguageSource: Elliott Masie, Learning Trends 2010
  16. 16. My BossMy Boss’s BossMy Direct Reports
  17. 17. 18Time to introduce some of my team:
  18. 18. 19Time to introduce some of my team:Mark Oehlert,DefenceAcquisitionUniversity, USAElliott Masie, leadingUS Learning “guru”Jane Hart –Centre forPerformance andLearningTechnologyBen Willis,Senior Director,ProductStrategy, SabaSoftwareDonald Clarke, Boardmember of UFI, LineCommunications &Caspian Learning
  19. 19. Taking the “Twit” out of TwitterWho is monitoring “L&G” as asearch in Twitter?
  20. 20. 21“If we trust themwith a $30maircraft & guidedweapons we oughtto be able to trustthem withFacebook! “Mark OehlertUS Dept of Defence Acquisition UniversityLearning Technologies Conference 2010
  21. 21. 22“If you have emailand telephones,you already have aproblem! “Mark OehlertUS Dept of Defence Acquisition UniversityLearning Technologies Conference 2010
  22. 22. 23“Few enterprisesoffer much supportfor collaborationbetween theextremes of emailand structuredcollaboration”Jeffrey Mann - GartnerTrends in Social Software Webinar18thAugust 2010
  23. 23. 24“If you hire me,you also getaccess to mynetwork – so whybar access to it atwork? “Andy WoolerLearning Technologies Conference 2010
  24. 24. But why is this a peopleissue?Can IT create the context?Can Corporate Communications createthe context?
  25. 25. Dynamic Communities thatcould add value• People with the same job• People with the same competency or skill requirement• People in the same location• People attending the same training eventDynamically created, you don’t have to find the community, the community findsyou!
  26. 26. 27“Work on yourstrategy for socialsoftware in HCMand Learning now!“Thomas OtterResearch Director, HCM, GartnerSaba EMEA RUG 2010
  27. 27. 28“As a rule, he orshe who has themost informationwill have thegreatest successin life.“Benjamin Disraeli
  28. 28.  “Our challenge is to process datainto information, refine informationinto knowledge, extract fromknowledge understanding, and thenlet understanding ferment intowisdom”Attributed to Al Gore
  29. 29. If this truly is a “PeopleProblem”, then it needs“People Solutions” to fix it!
  30. 30. 31Thanks for listening!andy.wooler@landg.comandy@andywooler.comhttp://www.twittter.com/awoolerhttp://uk.linkedin.com/in/andywooler

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