Creating a Culture of Continuous Improvement

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Many managers covet about continuous improvement process but "process" is what helps guarantee we get consistent and similar output for the work performed. Improvement is a change state, so we need to think about "workflows." For learning, talent management and human performance organizations, we can leverage what's been working in tech and manufacturing industries: a LEAN approach to learning as a way of doing hypothesis-based design.

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Creating a Culture of Continuous Improvement

  1. 1. Creating a Continuous Improvement Culture Aaron E. Silvers, MakingBetter - Chicago | NYC ! NextGen LMS Austin, TX Thursday, June 19, 2014 USE THE TWITTER!!!!! @aaronesilvers #nextgenlms
  2. 2. “ –Voltaire, La Bégueule “Dans ses écrits, un sage Italien Dit que le mieux est l'ennemi du bien” Perfect is the enemy of better.
  3. 3. Continuous Improvement Process? Management is always interested in “process.” How applicable is process to “work?”
  4. 4. A B C D A B C D 1 2 C D Process repeats the same steps to achieve a consistent result, which is fine for producing content. Making BETTER organizations and humans requires something… else Adapted from http://kubie.co/writing-toolbox/
  5. 5. Continuous Improvement Process? Workflows are actionable,flexible and contextual.Everything a learningorganization does has aworkflow. Workflow
  6. 6. A C D B A simple workflowmight be applying aprocess, like “offer thiseLearning course theLMS.”
  7. 7. G E A C D H F B J I Intense workflowsmight involve variousstakeholders, multipleprocesses and differenttools.
  8. 8. LEAN Learning How we roll @ MakingBetter applies tools and processes to continuously improve by constantly validating what we learn.
  9. 9. Learn Design Measure Analyze Ideas Build LEAN Learning @MakingBetter
  10. 10. Learn Design Measure Analyze Ideas Build LEAN Learning focuseson creating an institution capable ofmeeting the learningneeds of individuals andthe business needs of thegreater organization.
  11. 11. Learn Design Measure Analyze Ideas Build We’re building learning organizations with the capacity to create things that influence “better.” Adapted from Eric Reis’“The LEAN Startup”
  12. 12. 0 25 50 75 100 April May June July Process Research & Analysis
  13. 13. 0 25 50 75 100 April May June July We have to look for good data, and keep crap metrics in perspective: course completions, ok… prefer more stories about job performance.
  14. 14. 0 25 50 75 100 April May June July Learn as much as you can aboutwhat hurts. A juicy challenge isone that adds value back into theorganization if you can make thepain go away.
  15. 15. Key Partners • Who are the key Partners for activities and resources? • 3rd Party Content? • Application Developers? • System Integrators? • Vendors? • IT? • Executive Sponsors? Key Activities • What key activities are needed for our value proposition? • Our Delivery? • Our Customer Relationships? • Our Business Outcomes? Value Propositions • What is our value to our customers? Customer Relationship • What type of relationship does each segment want? Customer Segments • What groups or people are we creating value for? Key Resources • What key resources are needed to support the model? Delivery • What delivery mechanisms will work for our customers? Cost Structure • Instructional Designers • Tools • Delivery • Systems • Partners • IT Investment Business Outcome • Quantitity • Quality • Time • Cost • Satisfaction • Value Tool Learning Canvas
  16. 16. Key Partners • Who are the key Partners for activities and resources? • 3rd Party Content? • Application Developers? • System Integrators? • Vendors? • IT? • Executive Sponsors? Key Activities • What key activities are needed for our value proposition? • Our Delivery? • Our Customer Relationships? • Our Business Outcomes? Value Propositions • What is our value to our customers? Customer Relationship • What type of relationship does each segment want? Customer Segments • What groups or people are we creating value for? Key Resources • What key resources are needed to support the model? Delivery • What delivery mechanisms will work for our customers? Cost Structure • Instructional Designers • Tools • Delivery • Systems • Partners • IT Investment Business Outcome • Quantitity • Quality • Time • Cost • Satisfaction • Value We use a learning canvas to form ideas about what might be better. http://resources.saltbox.com/learning-model-canvas/
  17. 17. With the model on paper, it can be talked about with stakeholders… and improved easily.
  18. 18. Process Design Modeling
  19. 19. Frame Persona Effect Intent What’s the activity? Who’s in the audience? How do we know it’s working? What’s the point on the horizon?
  20. 20. Design Modeling @MakingBetter
  21. 21. “ –Carl Sagan, Contact “Small moves.” …but there are so many options and features… so many things these tools can do for us…
  22. 22. LET’S TALK ABOUT A NEXT GEN LMS THAT INTEGRATES SOCIAL LEARNING FEATURES INTO FORMAL LEARNING AND PERFORMANCE SUPPORT OFFERINGS — ALL MOBILE-FRIENDLY WITH RESPONSIVE WEB INTERFACES C A P A B L E O F P R O V I D I N G A CONSISTENT OFFLINE EXPERIENCE. COUPLED WITH A ROBUST ANALYTICS PACKAGE TO MAXIMIZE YOUR ROI.
  23. 23. “ –me, the guy on stage “What do you need?” To me, the “next gen” LMS is one you roll your own.
  24. 24. What my clients need… • Analytics • Competency Management • Badges & Gamification • Content Management • Mobile-friendly and Accessible Content Delivery • Powerful Search These don’t need to be, and maybe shouldn’t be, all in the same product.
  25. 25. What my clients want… • Tailored Reporting • Content Authoring • Suggestions & Recommendations • Smart Offline Capability • Bundle Content (top-down) and Playlists (bottom-up) • Web and Industry Standards These are usually the features that are Phase II work, because doing these things well relies on the NEEDS being met by the MVP
  26. 26. Minimum Viable Product (MVP) The absolute least you must do to test the delivered value and growth potential of an idea, approach or solution.
  27. 27. Learn Design Measure Analyze Ideas Build We build a MVP to testour assumptions aboutthe approach.WeDESIGN and BUILD withthe evaluation strategyin-mind.
  28. 28. Start again.
  29. 29. Continue.
  30. 30. Make things better.
  31. 31. TO CREATE A CONTINUOUS IMPROVEMENT CULTURE YOU HAVE TO MODEL THE CHANGE YOU WANT TO SEE IN OTHERS.
  32. 32. Aaron E. Silvers @aaronesilvers ! aaron@makingbetter.us! http://makingbetter.us/ Thank You!

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