1. Why continuous learning is the new normal
How to integrate learning in my daily (working) life
Dr. Joël Krapf
www.joel-krapf.com

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My passion is enabling people and organizations to succeed in the digital age –
I achieve this by being a learning addict
Dr. Joël Krapf
Head Lean Portfolio & Agile
Transformation @ Migros
Website
joel-krapf.com/
linkedin.com/in/joelkrapf/
Working Experience (Excerpt)
▪ Head Lean Portfolio & Agile Transformation | Migros (since 2019)
▪ Keynote Speaker | JK – Growing Together (since 2016)
▪ Lecturer Digitale Strategy & Organisation | BFH (since 2018)
▪ Lecturer Agile Transformation & Organisation | ZHAW (since 2020)
▪ Lecturer Business Psychology & Learning Organisation | FHNW (since 2021)
▪ +10 years of professional experience in enabling and consulting people & organizations
on transformational journey
Learning Experience (Excerpt)
▪ Executive Master in Applied Technology | ETH Zurich (completion by 2022)
▪ Certificate of Advanced Studies, IT-Business Manager | University of St.Gallen (HSG)
▪ PhD in Organisational Transformation & Learning Culture | University of St. Gallen (HSG)
▪ Master of Arts in Management, Organisation & Kultur | University of St.Gallen (HSG)
▪ Certified Business Educator | University of St.Gallen (HSG)
▪ B.A. HSG in Business Administration | University of St.Gallen (HSG)

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www.menti.com – Code 4049 2350

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Why learning is the new normal
How learning can be integrated in daily (working) life
What skills do we need in the future

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Why learning is the new normal
How learning can be integrated in daily (working) life
What skills do we need in the future

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No need for knowledge anymore – we already have it in our pockets

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No need for knowledge anymore – computers outsmart us anyway

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Prevailing megatrends make lifelong learning even more important
than it already is
VUCA
Digital Transformation
Climate & Social Change
1
Complex problems
can only be solved
with emergent
practices
Learning as an
approach to problem
solving
2
The half-life of
knowledge is 2-10
years depending on
the area
Learning for
knowledge retention
3
Many organizations
establish lean-agile
practices to stay
relevant
Learning as a daily
work routine

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The "digital world" is a prime example of a VUCA situation: volatility,
uncertainty, complexity, ambiguity

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In the "old" world, solutions can be "thought through" - the problems
are simple or complicated

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In the VUCA world, solutions can only be tried out, there is no "right"
solution - the problems are complex

12. Complex
Complicated
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The impact of the VUCA world can only be understood if the
difference between complicated & complex is clear
▪ Cause-effect not obvious, but
present
▪ Good practices helpful
▪ Typical problem-solving
strategies: more data, time,
resources, experts
▪ Cause-effect not present or
unclear
▪ Emergent practices helpful
▪ Typical problem-solving
strategies: Bringing (many)
different people together
vs.

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After a phase of efficiency pressure, we are back in an age of high
innovation pressure
Oesterreich, B. & Schröder, C. (2016). Das kollegial geführte Unternehmen. München: Vahlen
The proportion of "complicated" problems
The proportion of
“complex" problems

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it is not the strongest that survive, nor
the most intelligent, but the one most
responsive to change
- Charles Darwin

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The transformation from “just” an insurance to a life-time partner is a
logical consequence of the new trends

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Why learning is the new normal
How learning can be integrated in daily (working) life
What skills do we need in the future

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Learning happens on three different levels – and it starts with you!
Individual Team Organisation
How to make
learning a habit that
sticks
How to use learning
loops to boosts
team performance
How to use lean
coffees and other
formats to make
learning a part of
organizational
culture

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How repetition defeats our memory loss
We forget most of what we learn – thus we need to repeate often
With repetition
Without repetition
Days

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Learning strategy from elementary school taken into professional learning
Use a system to make your (repetitive) learning a habit
Funnel 1 week 2 weeks 4 weeks 2 months 4 months 8 months Done

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«knowledge is a sort of a
semantic tree – make sure
you understand the
fundamental principles, i.e.
the trunk and big branches,
before you get into the
leaves/details or there is
nothing for them to hang on»
- Elon Musk

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Learning happens mostly on-the-job

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Just experiencing something doesn’t ensure learning
https://www.mohawkcollege.ca/employees/centre-for-teaching-learning/experiential-learning/experiential-learning-theory

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Use learning loops to boost performance & learning
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Innovation &
Planning
Sprint
Monday Tuesday Wednesday Thursday Saturday
Montag Dienstag Mittwoch Donnerstag Freitag
Thursday
Monday Tuesday Wednesday Saturday
Montag Dienstag Mittwoch Donnerstag Freitag
Sprint Sprint
Sprint
Planning
Demo /
Review &
Retro Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint Sprint
Sprint
PI Planning
Learning,
Innovation
& Puffer
PI-Planning PI-Planning
2 Weeks 2 Weeks 2 Weeks 2 Weeks 2 Weeks 2 Weeks
Learning,
Innovation
& Puffer
Learning,
Innovation
& Puffer
Learning,
Innovation
& Puffer
Planning
Readiness,
Pre-Planning
Inspect
and Adapt
Sprint
Puffer
OKR OKR

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Learning culture needs to be addressed as a team effort
Analyse As-Is
Learning Culture
Activities:
Introduction (15’)
DLOQ-Assessment -
short version (30’)
Collectivelly reflect on
learning culture results
(30’)
Result:
Better understanding of
learning culture and its
impediments
Define
Measures
Activities :
Collect/brainstorm
various measures to
improve team culture
(30’)
Prioritize collected
measures (15’)
Result:
Prioritized measures to
improve team culture
Team Workshop (120’):
«define team specific measures»
Follow-up:
«implement measures iteratively»
Implement & improve iteratively
Activities :
Implement defined measures iteratively:
▪ Experiment
▪ Measure
▪ Learn
▪ Repeate
Define a regular meeting where team culture is
reflected upon (e.g. retrospectives every 2 weeks)
Result:
Improving learning culture as a team habit

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Lean Coffees are a planned «adhoc» learning session about a topic

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Community of Practices connect people with similar learning needs
CoP
CoI
Entwickler
Projektleiter
PO
Scrum
Master
FK Agilisten
Enterprise
Architektur
Portfolio
Manager
Top
Mgmt
Übrige
Stakeholder
Core Team

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1
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3
Why learning is the new normal
How learning can be integrated in daily (working) life
What skills do we need in the future

28. In the future we need skills on three different levels
Digital
World
Digital
Tools
Digital
Strategy
Strategically required skills of employees
(function- and business unit-specific)
Mindsets and competencies that are important for success in the digital
world
Competencies that are important for successful leadership in the digital
world
Skills in the use of digital tools & products

29. In the future we need skills on three different levels
Digital
World
Digital
Tools
Digital
Strategy
Strategically required skills of employees (function- and business unit-
specific)
Mindsets and competencies that are important for success in the digital
world
Competencies that are important for successful leadership in the digital
world
Skills in the use of digital tools & products

30. Skills in the use of digital tools & products
▪ Which tools make me more effective & efficient in my work?
▪ Which tools do my customers use?
▪ Which tools do my colleagues use?

31. In the future we need skills on three different levels
Digital
World
Digital
Tools
Digital
Strategy
Strategically required skills of employees (function- and business unit-
specific)
Mindsets and competencies that are important for success in the digital
world
Competencies that are important for successful leadership in the digital
world
Skills in the use of digital tools & products

32. Strategically required skills of employees are derived from vision
and strategy
Vision Strategie (agile)
Umsetzung
▪ What skills do we need to implement the strategy?
▪ What skill do we need to live the strategy successfully?

33. Generali already defined its strategic important skills
▪ Agile Delivery
▪ Process Automation
▪ Data Collection & Interpretation
▪ Social Media Marketing
▪ Artificial Intelligence
▪ Ecosystems Dev. Strategy
▪ Data Driven Model Design
▪ Data Management
▪ Cybersecurity
▪ Transformation Support & Adoption
▪ Innovation Strategy & Partn. Scouting
▪ Technology Trend Visioning
▪ Actuarial Accounting
▪ Capital Management
▪ Design Thinking & CX
▪ Strategic Partnership & Lifecycle Mgmt
▪ Product Market Trends

34. In the future we need skills on three different levels
Digital
World
Digital
Tools
Digital
Strategy
Strategically required skills of employees (function- and business unit-
specific)
Mindsets and competencies that are important for success in the digital
world
Competencies that are important for successful leadership in the digital
world
Skills in the use of digital tools & products

35. The leadership role will be devided more and more
«traditional» manager In the future the leadership role will be divided
Technical-
Lead
▪ Prioritization of work packages & creation of the roadmap
▪ Stakeholder management
▪ Technical-content coaching
Technical
Leadership
«Coach»
▪ Supports employees in their development ("coaching")
▪ Promotes the competence development of a "functional group
▪ "Administrative" management (vacations, overtime, wages, etc.)
Employee
Development
Lean-Agile
Master
▪ "Servant leader" for the team - helps the team become better every day
▪ Leads the team methodically & ensures team development
Team
Leadership
Team
▪ Implements the priorities of the subject lead in a self-organized manner
▪ Owns subject leads in different (sub) areas
Content
Ownership

36. Thus, we all need leadership skills
Leader as a Coach
▪ Conduct regular coaching & development meetings
▪ Provide feedback and solicit feedback
▪ Provide regular sparring for substantive "Moment that Matter" issues
Leader as a Gardener
▪ Promote quick & customer-oriented action
▪ Enable self-organization and self-development
▪ Ensure psychological security and trust
Leader as an Explorer
▪ Clearly communicate vision and strategy
▪ Continuous coordination and pulse check with stakeholders and customers
▪ Ensure clarity of roles and goals

37. In the future we need skills on three different levels
Digital
World
Digital
Tools
Digital
Strategy
Strategically required skills of employees (function- and business unit-
specific)
Mindsets and competencies that are important for success in the digital
world
Competencies that are important for successful leadership in the digital
world
Skills in the use of digital tools & products

38. We all are subject to a significant reskilling in the years to come

39. We need more and more social & soft skills in order to be successful

40. Dr. Joël Krapf
www.joel-krapf.com
#Max{Value}
#Min{Waste}
#Always{Learn}