Digital Learning is driving a chang that provokes different interactions with learners. A cone of digital learning can be built from no interaction via automated, algorithmic interaction to human interaction.

1. Prof. Dr. Andreas Mueller
26th November 2020 • Belgrade
A Digital World needs Digital Learning
…. that works

2. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Digital Economy
Microsoft
(US-Digital Conglomerate)
Apple
(US-Digital Conglomerate)
Amazon
(US-Digital Conglomerate)
Alphabet
(US-Digital Conglomerate)
Berkshire Hathaway
(US-Finance Conglomerate)
Facebook
(US-Social Media)
Tencent
(CN-Digital Conglomerate)
Alibaba
(CN-Digital Conglomerate)
Visa
(US-Finance)
Taiwan Semiconductor
(Taiwan-Hardware)
(ycharts 2020)

3. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Top Global Companies
397
483
529
670
758 781
1028
1305
1551
1592
517
618
749
869
910
749
911
1203
1576
1981
338 356
466
564
825
736
929 916
1433
1577
475
532
629
727
775
728 751
922
980 1000
346
404 419
489 464 499 521 553
433
509
322 340
436
516
562
376
551 585
676
746
189 218
356
441
476
355
439
569 580
795
210 222
345
493 479
375
432 461
621 647
0
500
1000
1500
2000
2500
2016 June 2016 Dec 2017 June 2017 Dec 2018 June 2018 Dec 2019 June 2019 Dec 2020 June 2020 Sep
Microsoft Apple Amazon Alphabet Berkshire Facebook Alibaba Tencent
by Market Capitalization
(based on ycharts 2020)

4. © 2020 Prof. Dr. Andreas Mueller, Kempten U
„This Time is Different“?
30 years from the Age of Steel, Electricity
& Heavy Engineering to the Age of Oil,
Automotive & Mass Production
10 years from the Age of Oil, Automotive
& Mass Production to the Age of
Information & Telecommunications
0
2
5
7
9
11
2010 2012 2014 2016 2018 20Q3
4th TR
5th TR
90%
8 firms
10%
2 firms
79%
8 firms
21%
2 firms
The top 10 global firms by market cap in Tn$ between 2010 and 2020,
grouped by technological revolution (TR)
(Perez 2016, own figure)

5. © 2020 Prof. Dr. Andreas Mueller, Kempten U
3 economic paradigms for major economic disruptions based on 3 defining
technologies:
• new communication technologies (to manage economic activity)
• new sources of energy (to power economic activity)
• new modes of mobility (to move economic activity)
Rifkin‘s Approach
Image: Jeremy Rifkin, Boell Foundation 2009
(Rifkin 2011)

6. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Rifkin’s 3 Industrial Revolutions
• Energy: cheap coal
• Communication: Steam-powered
printing
• Mobility: steam engines,
locomotives on national rail systems
• Energy: cheap Texas oil
• Communication: telephone, radio,
TV
• Mobility: combustion engines,
vehicles on national road systems
• Communication: Internet, 5G
• Energy: Renewable, internet-
based energy management
• Mobility: internet-based
automated transportation
UK
19th century
US
20th century
continentalized
21th century
1st Industrial Revolution
Age of Steam
& Steel
2nd Industrial Revolution
Age of Oil
3rd Industrial Revolution
Age of Information
(Rifkin 2011)

7. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Three steps of Digitalization
Digital Transformation
profound transformation of
business activities,
competencies, and business models
to fully leverage the
opportunities of digital
technologies
Digitization
creating a digital
representation of
physical objects
Digitalization
enabling, improving,
transforming business
processes by leveraging
digital technologies
Illustration according to Zulian & Bouza (2018)
DIGITALIZATION
DIGITIZATION
DIGITAL
TRANSFORMATION
Physical
Data
Digital
Data
Digital
Processes
Digital
Business

8. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Digital Strategy Disciplines
Information
Excellence
Operational
Excellence
Solution
Leadership
Product
Leadership
Collective
Intimacy
Customer
Intimacy
Processes & Resources Products & Services Customer Relationships
(Treacy/Wiersema 1992, Weinman 2016)
Accelerated Innovation

9. © 2020 Prof. Dr. Andreas Mueller, Kempten U
The Cone of Experience
Dale (1954) Audio-Visual Methods in
Teaching 2nd, p43
Haskell (1913) A Good Word for the
Montessori Method, J Edu 78(2),
p638
„Pyramid of Learning“ by NTL as quoted by
Masters (2013) Edgar Dale’s Pyramid of
Learning in medical education. A literature
review, Medical Teacher 35 (11), p1586

10. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Learning gets more social
Hart 2015

11. © 2020 Prof. Dr. Andreas Mueller, Kempten U
It all starts with communication
Baumgarten/Mueller 2020

12. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Tools are there enough for learning
Hart 2020
1 Zoom
2 MS Teams
3 Google Search
4 YouTube
5 PowerPoint
6 Word
7 Wikipedia
8 LinkedIn
9 WhatsApp
10 Google Docs&Drive
…

13. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Some even have a focus on education…
CBInsights 2017

14. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Yet what really works?
Provider
Click &
Read
Long
Video
>10min
Short
Video
<3min
Gami-
fication
Quiz Resources
Learning
Path
Curated
Collection
Content
Library
a • • Badges • • • •
b • • • • • • •
c • • • • • course
d • • • • course
e • • • • course •
f • Game • •
g • • • • • course
h • • • course
i • • • course
j • • • •
k • • • • •
l • • • •
m • • • • •
n • • • • •
o • • • • • course
Market Research 2017, updated 2020
Content Providers are offering a variety of learning methods…

15. © 2020 Prof. Dr. Andreas Mueller, Kempten U
A cone of digital learning
Video
Gamification
Quiz
Content Library
Learning Paths
Coaching
e-Books
Mentoring
Click & Read
no interaction
some interaction
algorithmic interaction
human interaction
Poll
Communities

16. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Digitalizing Learning
DIGITALIZATION
DIGITIZATION
DIGITAL
TRANSFORMATION
Virtual Classroom
Simulations
Immersive 3D
Shared Curations
LMS, LXP
Game-based learning
Some examples:

17. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Strategy Disciplines & HR Practices
Information
Operational
Excellence
Solution
Product
Leadership
Collective
Customer
Intimacy
Processes & Resources Products & Services Customer Relationships
(based on Beatty 2003, Weinman 2016)
centralized
process
competencies
clear job
description
passive
learners team
productivity
autonomy
team
innovation
awards
humble,
candor
research
competencies
active
learners
team
productivity
awards
anti-
bureaucratic
individual
awards
networking
competencies
coordinated
„know your
customer“
flat
hierarchies
social learners
efficient
purpose
people
analytics
workplace
best-in-class
apps
chatbots seasoned
experts

18. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Digital Learning Strategies
Information
Operational
Excellence
Solution
Product
Leadership
Collective
Customer
Intimacy
Processes & Resources Products & Services Customer Relationships
(based on Beatty 2003, Weinman 2016)
Personal Growth
Artificial Intelligence
Recordings
Unified Platform
Dissolve L&D
Reporting
Unified Platform
Onboarding Journeys
Business Drivers

19. © 2020 Prof. Dr. Andreas Mueller, Kempten U
Digital Competencies in HR (2020)
11
19
16
14
15
16
15
18
19
19
15
20
24
20
19
13
10
5
4
3
5
0 25 50 75 100 125
digitalization is a top priority for HRM
leaders
L&D has a clear digitalization strategy
HRM has a clear concept how to develop
digital competencies for employees
14
9
12
16
12
13
10
9
15
15
15
15
18
24
25
19
17
15
8
14
5
0 25 50 75 100 125
clear digitalization agenda exists
there is a clear idea,
how digitalization influences the business
there is a clear idea about competences
that employees need to handle…
1 - not at all 2 3 4 - neutral 5 6 7 - very much
Corporate Digitalization:
• 40% have no clear digitalization strategy
• 30% don’t know digital competencies
Digitalization of HRM:
• 52% have no clear digitalization strategy
• 51% don’t know how to develop
digital competencies
(Seufert et al 2019)
results of a 2020 study on German speaking L&D, 54% experts / 46% leaders, 65% female / 35%male, 74% with 500+ employees

20. Summary
• identify your digital business strategy
• set the appropriate level of digitalization for learning
• sense the level of interaction needed in your org culture
• prepare the learning roles that you will need
• design the provider architecture and infrastructure
• retrospect

21. Contact:
Prof Dr Andreas Mueller
Kempten University
andreas.mueller@hs-kempten.de