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Trends in LearningA summary of how we are seeing the learning space      evolving from across our client base
There are some blanket cross-industry trends that are driving  requirements across our customer base                      ...
These needs can be segmented in to three key themes, each   with its related challenges The GROWTH challenges             ...
These trends are driving the growth in demand fordevelopmental programmes in certain subjects  Growth related             ...
We are helping clients meet these needs using ‘Intelligent        Blending’ to build solutionsarning modality    Type of l...
Mega Trends in learning and development – no ‘Silver Bullets’, just a gradual maturation of learning modalities1. Centrali...
Micro Trends in Learning and Development – move away frombeing a cost to be managed to a value adding business function1.1...
Recent reports suggest there is a long way to go - for most organisations Learning and Development is still viewed as a co...
Contact detailsIf you have any questions or feedback, please feel free to contact medirectlydi tlThank you.
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A summary of how we are seeing the learning space evolving from across our client base

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A summary of how we are seeing the learning space evolving from across our client base

  1. 1. Trends in LearningA summary of how we are seeing the learning space evolving from across our client base
  2. 2. There are some blanket cross-industry trends that are driving requirements across our customer base Need to reduce costs to remain competitive withoutLower cost base of competition impacting delivery or quality p g y q yfrom growth economies Need to focus on value rather than price Need to maximise people as a business asset Need to increase customer centricity to align product portfolio with customers strategyMaturing products in established Need to adopt a service orientated businessmarkets k Need to manage business profitably through transition Need to drive innovation to create next generation products based on market attractiveness Need to develop new acquisitions, partnerships andGrowth opportunities in emerging channels to market for new regionsmarkets (BRIC+) Need to align marketing and sales to drive demand creation in new regions Need to integrate new businesses quickly and effectively effecti el to realise benefits ealise
  3. 3. These needs can be segmented in to three key themes, each with its related challenges The GROWTH challenges The INNOVATION The LEADERSHIP challenges ChallengesNeed to increase customer centricity to align business plans – salesexcellence in mature markets to put Need to reduce costs to remain Need to develop new acquisitions,the customers drivers at the start of competitive without impacting delivery partnerships and channels to market the business development planning – innovate to do more with less for new regions – informed and agile process leadership teams Need to maximise people as a Need to adopt a service orientated Need to focus on value rather than business asset – developing a Talent business – innovation in the businessprice – V l based marketing, pricing i Value b d k i i i infrastructure to retain existing talent model and culture (Structural, Process and selling of products and services and a coaching culture to develop and People) talent Need to drive innovation to create Need to manage business profitablyNeed to align marketing and sales to g g next generation products based on through transition – increaseddrive demand creation in new regions market attractiveness -Innovation as a commercial awareness at all levels – Sales and Marketing alignment to business capability (Ideation + Need to integrate new businesses optimise focus on which market Assessment + Commercialisation) quickly and effectively to realise opportunities to pursue benefits – getting the job done by g g j y working across cultural, geographical and operational boundaries
  4. 4. These trends are driving the growth in demand fordevelopmental programmes in certain subjects Growth related Innovation related Leadership related programmes programmes programmes Customer-centric Consultative Ideation and creativity Coaching and mentoring skills Selling (CCS) Sales excellence benchmarking Innovation management (how to Commercial awareness simulations farm lightning) Value based Talent acceleration programmes marketing/sales/pricing Innovation as a business capability (Open vs Closed innovation) Decision making Sales and Marketing alignment Social media insights Working across cultures / diverse Understanding our customers teams Commercialisation of technology Customer service excellence Rapid team building Building value from IP
  5. 5. We are helping clients meet these needs using ‘Intelligent Blending’ to build solutionsarning modality Type of learning Knowledge Competence Competence Learner style transfer development implementation preference Facilitated Workshop • ••• •• Pragmatist & Activist Traditional classroom • ••• •• Theorist & Activist Bite sized • •• ••• Pragmatist & Theorisce to face Assessed simulation • ••• •• Activist Business games •• ••• •• Theorist & Activist Coaching intervention • •• ••• Pragmatist & Reflect Broadcast webinar ••• • • Theorist Interactive webinar •• •• •• Pragmatistrtual Collaboration •• •• •• Activist Remote coaching • •• ••• Reflector On-demand coaching • •• ••• Pragmatist Level 1 – Knowledge (30% interactivity) ••• • • Theorist Level 2 – Comprehension (50%) •• •• • Theoristlearning Level 3 – Application (60%) • •• • Theorist & Activist Level 4 – Complex simulation (90%) • ••• •• Activist Structured St t d programme • •• •• Theorist R fl t Th i t & Reflectorstance learning On demand resources •• •• • Theorist & Reflectornchronous OTJ learning •• •• ••• Pragmatistpport OTJ mentoring •• •• ••• Pragmatist & Activist Ask the expert/Thought leader •• •• •• Pragmatistynchronous Social media, Wiki’s, Blogs and VLogs • •• ••• Reflector & Pragmatpport Learner networks •• ••• •• Pragmatist & Reflect OTJ troubleshooting / FAQ / How do I? •• •• ••• Pragmatist Sub optimal option p p• Moderate learning option• • Optimal learning option
  6. 6. Mega Trends in learning and development – no ‘Silver Bullets’, just a gradual maturation of learning modalities1. Centralisation and restructuring • Moving to Business Partner model • Moving from delivery focus to performance consulting service provider2. Blended approaches • 70 OTJ / 20 INF / 10 FORM learning model is increasingly the Standard • Meta-cognitive strategies build awareness of how an organisation learns and use that as the basis for developmental activities p3. Informal learning • Communities of interest/practice, find the expert are a huge trend as part of the Social Learning trend4.4 Managers are taking on more coaching and direct teaching of subordinates • Creating a coaching culture in the organisation5. Demonstrating the value and benefits of training investment • Establishing the quantitive and qualitative measures early and monitoring them consistently over time and reporting • Creation of business cases to move toward zero-based budgeting for L&D6. Learning through Technology is getting close to the majority modality tipping point • Spend on Learning Technologies fast approaching 25% of total budget p g g pp g g • 67% of organisations are now either Novice or Developing in Tech Use, leaving 33% as Established or Embedded Users.7. Mobile Learning is also a growing trend, but still has issues with hardware platform integration e g Apple vs Adobe Flash etc e.g. vs.
  7. 7. Micro Trends in Learning and Development – move away frombeing a cost to be managed to a value adding business function1.1 Centralisation and restructuring C t li ti d t t i • Business Partners are increasingly the turbo-charged Training Manager of the future. They Consult on needs and solutions, develop strategies, monitor trends, gather industry insights / benchmarks - they rarely deliver courses. • Moving from delivery focus to performance consulting service provider means having different skills and approaches – defining these relationships, the value proposition, and then developing the skills is a key challenge pp g p , p p , p g y g2. Blended approaches • Need to have an organisation wide view of optimal learning delivery by requirement to ensure that the optimal learning delivery modality is selected. Working with suppliers who operate in more than one area is helping • Blended learning is shifting from using multiple modalities to using the right modalities – recent research has shown that the choice of media has little effect on learning whats important are the learning strategy, combining what s strategy media sensibly and that who you are learning with has a far greater effect3. Informal learning, communities of interest, find the expert • 70 OTJ / 20 Informal / 10 Formal learning model is increasingly the standard • From this model we can deduce that various aspects of OTJ could also be Informal learning e.g. follow this example, how do I Q&A etc l h d t • Shorter Learning on demand is replacing a scheduled roster of courses • Targeted learning at the individual level relies more on informal and OTJ opportunities to keep costs down4. Managers are taking on more coaching and direct teaching of subordinates • Managers are not rewarded on the development of teams, just the performance. Score-carding the development of individuals in the teams hard-wires coaching in to the day to day of managers • Not all managers are capable of behaving as coaching, particularly in technical areas, and this is a major barrier5. Carefully assessing the value and benefits of training spend • Agree an appropriate set of KPI’s or measures for the process that is “how do we develop individual capability that increases business performance performance” • L&D teams are not strong at developing commercial business cases6. Technology Adoption rates: • ILT training will never disappear, but it is under serious threat. Virtual classrooms, Virtual World, Telepresence etc are all eroding the need for ILT • Due to commercial influences more organisations are HAVING to use to technology to get to globally distributed teams, people working different hours, people on the move. • The pace of business life cannot be constrained by the need for “face2face” time.
  8. 8. Recent reports suggest there is a long way to go - for most organisations Learning and Development is still viewed as a cost to be managed within the businessOf the 100 UK Business Leaders that responded to a recent survey: • 70% see inadequate staff skills as a barrier to growth. • 40% see a risk of employee skills being obsolete. • 55% claim that L&D are failing to deliver necessary training. g y g • 46% doubt that L&D can deliver. • Less than 18% agree that L&D is aligned with business g g
  9. 9. Contact detailsIf you have any questions or feedback, please feel free to contact medirectlydi tlThank you.

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