Leading Learning in VUCA Times:      How Does a Volatile Uncertain    Complex Ambiguous Context Impact                Stra...
Leading Learning in VUCA Times:  How Does a Volatile UncertainComplex Ambiguous Context Impact            Strategy?    Spe...
Tools You Can Use• Q&A –   Click on the Q&A icon on     your floating toolbar on the     top of your screen. – Type in you...
Tools You Can Use• Polling  – The poll will appear on the    right side of your screen  – Select the best option for    ea...
Frequently Asked QuestionsWill I receive a copy of the webinar recording?                               YES       Will I r...
Leading Learning in VUCA Times:  How Does a Volatile UncertainComplex Ambiguous Context Impact            Strategy?       ...
Leading Learning in VUCA Times: How Does aVolatile Uncertain Complex Ambiguous Context                Impact Strategy?    ...
OBJECTIVES AND AGENDA•   Objectives – Share Early Findings from Ariel Industry Study     – Contextualize – what is VUCA an...
9
VUCA•   Bob Johansen coined the term VUCA in 2009     – Institute for the Future (www.iftf.org)     – Author of Leaders Ma...
VUCA POLLHow is your company’s culture most affected by VUCA times?    1. Increased pace of performance    2. Decreased fo...
DEMOGRAPHICS•   Industries Represented      – Financial/Professional Services      – Manufacturing/Consumer Product Goods ...
13
CONTRADICTIONS: ROLE OF LEARNING• 69% of respondents see Learning as an Enabler of Change and YET  the learning models in ...
AGILE LEARNING POLLIs a learning strategy based on a competency model inherently staticand uneasy to shift, change, adapt ...
CONTRADICTIONS: ROLE OF LEARNING• 69% of respondents see Learning as an Enabler of Change and YET  the learning models in ...
FROM THE BOOZ-ARIEL LEARNING SUMMIT•   Three biggest downsides of a competency/curricular/learning calendar    approach   ...
CONTRADICTIONS: HOW THE LEARNING      CONTRADICTIONS: SITUATING LEARNING          ORGANIZATION IS ORGANIZED• 57% of respon...
SO, WHAT TO DO? SOLUTIONS FOR LEARNING’S           ROLE AND SITUATIONStudy data told us WHAT: position the Learning organi...
SO, WHAT TO DO? SOLUTIONS FOR LEARNING’S           ROLE AND SITUATIONBooz-Ariel Learning Summit started to show us HOW: Po...
21
ACCOUNTABILITY POLLWhat is the role of self reflection in motivating learning?1. Required: the root of all motivation to l...
CONTRADICTIONS: READINESSReadiness: individuals and/or teams are poised and eager tolearn so as to adopt new behaviors and...
….AND WE AGREE READINESS MATTERS FOR          BEHAVIOR CHANGE TO STICK• 76% of respondents said it was IMPORTANT or ESSENT...
HOW TO CREATE READINESS:        WHAT OUR RESPONDENTS SHAREDPavlov knew something about this:   • Demonstrate results – see...
HOW TO CREATE READINESS:         WHAT OUR RESPONDENTS SHAREDPavlov knew something about this:    • Demonstrate results – s...
SO MAYBE IT’S A “YES AND….”Turn Participation into Engagement– Appeal to Employees’ intrinsic motivations to learn (values...
28
TECHNOLOGY POLLTrue or False:E-learning can inform me, but it can’t transform me                                          ...
BUILD IT AND THEY WON’T COME!46% of respondents are NOT using Social Media to learn or even tosupport learning54% who are ...
SO WHAT TO DO?KNOW WHEN TO HOLD ‘EM; KNOW WHEN TO WALK AWAY  Deploy Social Media for its intended, best and highest use: b...
SO WHAT TO DO?    REVERSE MENTORSHIP – LEARN SOMETHING, WILL YA?•   Leverage your organizational “young’uns” to teach you ...
TAKING OUR OWN MEDICINE•   We asked all of our respondents where Learning and Development    professionals, and the indust...
THE VUCA OPPORTUNITYVISION                             •   Position learning as ROI & demonstrate it as suchDrive for orga...
THANK YOUSean Kavanaghskavanagh@arielgroup.comGabriella Streckergstrecker@arielgroup.comhttp://www.arielgroup.com/        ...
Questions & Answers        Sean Kavanagh        CEO        The Ariel Group        Gabriella Strecker        Vice President...
Join Our Next CLO Webinar Tackling your Toughest Challenges: Tools for      Leading and Influencing in a Matrix           ...
Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguous Context Impact Learning Strategy?
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Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguous Context Impact Learning Strategy?

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Join Sean Kavanagh, CEO of the Ariel Group, as he shares findings and recommendations from an industry study that explores the changing face of learning strategy. Given a 24/7, global, technology-infused, ever-changing business context, this study asks some hard questions: Are we lowering our standards by leveraging technology to teach things like communication and leadership? How do we create good learning in a cross-generational environment where millennials and boomers co-exist but many not always cohabitate well? Do we need to integrate learning fully into workflow, so that it is less time away from the daily happenings of the job?

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Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguous Context Impact Learning Strategy?

  1. 1. Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguous Context Impact Strategy?You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code 929 941 341 # You will be on hold until the seminar begins. #CLOwebinar
  2. 2. Leading Learning in VUCA Times: How Does a Volatile UncertainComplex Ambiguous Context Impact Strategy? Speakers: Sean Kavanagh CEO The Ariel Group Gabriella Strecker Vice President of Client Solutions The Ariel Group Moderator: Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar on the top of your screen. – Type in your question in the space provided – Click on “Send.” #CLOwebinar
  4. 4. Tools You Can Use• Polling – The poll will appear on the right side of your screen – Select the best option for each question – Click on “Submit” #CLOwebinar
  5. 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YES Please allow up to 2 business days to receive these materials #CLOwebinar
  6. 6. Leading Learning in VUCA Times: How Does a Volatile UncertainComplex Ambiguous Context Impact Strategy? Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  7. 7. Leading Learning in VUCA Times: How Does aVolatile Uncertain Complex Ambiguous Context Impact Strategy? Sean Kavanagh CEO The Ariel Group Gabriella Strecker Vice President of Client Solutions The Ariel Group #CLOwebinar
  8. 8. OBJECTIVES AND AGENDA• Objectives – Share Early Findings from Ariel Industry Study – Contextualize – what is VUCA and why do we care? – Move beyond current norms and historic assumptions about what makes “good” learning strategy – Share innovative practices for today’s learning challenges• Agenda – What is VUCA? – Agile Learning: Adapting traditional theory for today’s world – Accountability for Learning: Motivating Learning – Technology – What’s it really good for?
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  10. 10. VUCA• Bob Johansen coined the term VUCA in 2009 – Institute for the Future (www.iftf.org) – Author of Leaders Make the Future: Ten New Leadership Skills for an Uncertain World• There are 3 things I remember from Bob’s talk: – Turn Participation into Engagement – Reverse Mentoring: The Younger Generation Teaching the Older Generation – The positive flip side of VUCA is Vision, Understanding, Clarity and Agility 10
  11. 11. VUCA POLLHow is your company’s culture most affected by VUCA times? 1. Increased pace of performance 2. Decreased follow through and accountability because more people are doing more things all at the same time 3. A general sense of being unable to keep up 4. A general sense of not having strong relationships at work because you only talk to people on the phone or via skype? 5. An empty or lonely hallway/cube space/common area devoid of people relating to each other 11
  12. 12. DEMOGRAPHICS• Industries Represented – Financial/Professional Services – Manufacturing/Consumer Product Goods Cross Section – Health Care/Pharmaceuticals of Industries – Entertainment• Company Size (in number of employees) Mid to Large Learning Leaders: Sized Companies – 52%: less than 100, 000 but more than 1, 000 Manager or Above – 30%: less than 1,000 – 18%: 100, 000 and above• Learning Leaders v trainers or consultants – 35% Director and above Overwhelmingly see Learning – 34% Manager or Senior Manager as a driver – 15% Consultants or enabler of change – 15% Other• See Learning as… N = 20 one-hour interviews – 69%: Driver or Enabler of Change 38 questionnaire responses 20 learning summit participants – 31%: Performance Support 12
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  14. 14. CONTRADICTIONS: ROLE OF LEARNING• 69% of respondents see Learning as an Enabler of Change and YET the learning models in use do not support that: ▬ 78% described a Competency Based model: agreed upon set of competencies defined by role with a set learning curriculum that repeats itself year-on-year ▬ 20% as Value Based: aligned with the business need of employees by developing programming related to current gaps/pain points ▬ 0% of respondents described their company’s learning strategy as Needs Based aka internal customers come to the Learning organization and request development programs 14
  15. 15. AGILE LEARNING POLLIs a learning strategy based on a competency model inherently staticand uneasy to shift, change, adapt as times shift, change and adapt?YES it is inherently static and hard to adapt to changing timesNO it can move and adapt as neededIf you select NO, send us some chat notes to tell us why you think this. ☺ 15
  16. 16. CONTRADICTIONS: ROLE OF LEARNING• 69% of respondents see Learning as an Enabler of Change and YET the learning models in use do not support that: ▬ 78% described a Competency Based largely a If Learning is model: agreed upon set of competencies defined by role with a set learning curriculum that repeats itself year-on-year competency based model – yet wants to act as a Driver or Enabler of Change – ▬ 20% as Value Based: aligned with the business need of employees by we have a challenge: developing programming related to current gaps/pain points Competency models → STASIS Change → ▬ 0% of respondents described their company’s learning strategy as Needs DYNAMISM Based aka internal customers come to the Learning organization and request development programs 16
  17. 17. FROM THE BOOZ-ARIEL LEARNING SUMMIT• Three biggest downsides of a competency/curricular/learning calendar approach – Learning can become reactive to demands or development plans, not proactive or integrated with daily realities – We create memories in the classroom, but not behavior change because employees “learn to” a pre defined competency but not to their daily reality – We focus on “fixing” behavior in the short run, not developing talent for the long term 17
  18. 18. CONTRADICTIONS: HOW THE LEARNING CONTRADICTIONS: SITUATING LEARNING ORGANIZATION IS ORGANIZED• 57% of respondents organize Learning CENTRALLY or as an INTERNAL CONSULTING PRACTICE It’s hard to drive change in a nuanced and fast paced way• 28% have Learning SITTING IN THE LINES OF BUSINESS from a centralized model. Driving an army tank takes more gas and time than driving a VW Bug. 18
  19. 19. SO, WHAT TO DO? SOLUTIONS FOR LEARNING’S ROLE AND SITUATIONStudy data told us WHAT: position the Learning organization at the nexusbetween strategy and execution Strategy Learning Execution 19
  20. 20. SO, WHAT TO DO? SOLUTIONS FOR LEARNING’S ROLE AND SITUATIONBooz-Ariel Learning Summit started to show us HOW: Position learning asa perennial “DO”, an active/action oriented process: Train employees & managers to Value learning on- recognize when the-job as much as learning and in the classroom application is Train managers happening Implement process to see, leverage & for debriefing to exploit opportunities capture on-the-job to enable employees learning in a to try new tasks & systematic way; responsibilities make the tacit explicit 20
  21. 21. 21
  22. 22. ACCOUNTABILITY POLLWhat is the role of self reflection in motivating learning?1. Required: the root of all motivation to learn lies in seeing your own gaps.2. No role: learning must be about driving business results. You learn what the business needs you to know to be successful. 22
  23. 23. CONTRADICTIONS: READINESSReadiness: individuals and/or teams are poised and eager tolearn so as to adopt new behaviors and improve their results• 62% see readiness reflected mostly in the DESIRE of an INDIVIDUAL EMPLOYEE to learn as opposed to that learn forseeing the business Employees want to individual need for learning their own development.• 35% define readiness as a reflection of MARKET CONDITIONS Businesses need them to learn for the betterment of results. changing thus requiring individual employees to behave and perform differently 23
  24. 24. ….AND WE AGREE READINESS MATTERS FOR BEHAVIOR CHANGE TO STICK• 76% of respondents said it was IMPORTANT or ESSENTIAL• 17% of respondents said readiness was USEFUL …So why do we measure it anecdotally as opposed to statistically or financially: 83% via conversation or observation of meeting 24
  25. 25. HOW TO CREATE READINESS: WHAT OUR RESPONDENTS SHAREDPavlov knew something about this: • Demonstrate results – see those that learn benefitting • Reward those who develop themselves and publicize that reward Although 44% of respondents measure learning (including readiness), only 32% have a measurement and evaluation strategy …and of that 32% only half provide metrics to senior leadership. 25
  26. 26. HOW TO CREATE READINESS: WHAT OUR RESPONDENTS SHAREDPavlov knew something about this: • Demonstrate results – see those that learn benefitting • Reward those who develop themselves and publicize that reward….so did Jung: • Attach motivation to learn to employees’ values and beliefs • Challenge employees with interesting problems that pique their interest • Have a culture where learning happens from successes and failures • Create an environment where everyone is learner and teacherAnd so does a focus on People Development: • Selection: Hire the right people • Connection: Provide on-the-job application opportunities • Direction: Reframe managers as Talent Developers and employees as learners, not just performers 26
  27. 27. SO MAYBE IT’S A “YES AND….”Turn Participation into Engagement– Appeal to Employees’ intrinsic motivations to learn (values, beliefs, self actualization) AND– Show Employees the lever is learning and let them receive the pellet of reward (monetary, status, stretch assignments/promotion, celebration)IN A WAY that is ALIGNED with and ENABLING of: Vision Understanding Clarity Agility 27
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  29. 29. TECHNOLOGY POLLTrue or False:E-learning can inform me, but it can’t transform me 29
  30. 30. BUILD IT AND THEY WON’T COME!46% of respondents are NOT using Social Media to learn or even tosupport learning54% who are using Social Media use it primarily as an InformationSharing and Networking Device, not a Teaching One: Pre and Postlearning, messaging, and reinforcement No Pre- and post- messaging & reinforcement Networking Teaching 30
  31. 31. SO WHAT TO DO?KNOW WHEN TO HOLD ‘EM; KNOW WHEN TO WALK AWAY Deploy Social Media for its intended, best and highest use: being social, socializing, creating connections in ways other than face-to-face – Use it to build event excitement – Use it for leadership messaging at scale – Use it to network and find informal mentors, coaches, guides in your organization; to act as one; or to help others to find them – Use as a reinforcement, not a primary learning tool – Don’t see it as a replacement for dedicated time to learn OR to engage with others 31
  32. 32. SO WHAT TO DO? REVERSE MENTORSHIP – LEARN SOMETHING, WILL YA?• Leverage your organizational “young’uns” to teach you what you don’t know – This is not defined by age (though it can be) but rather by techy & savvy fluency• Be a contrarian – Go against the grain in your own thinking, push yourself to turn your assumptions upside down, to change the conversation, to change your mind, ask yourself “what am I missing?” 32
  33. 33. TAKING OUR OWN MEDICINE• We asked all of our respondents where Learning and Development professionals, and the industry, should focus its own development?• Here’s what they had to say, in their own words… 33
  34. 34. THE VUCA OPPORTUNITYVISION • Position learning as ROI & demonstrate it as suchDrive for organizational and • Integrate Learning into other people processes: individualized leadershipbusiness culture that includes development; performance management; succession planning, recruiting, etclearning in its core identity • Tell stories of effective learning organizations what does it feel like to work there – as am employee? As a leader? • Create rigorous criteria for who can practice in the field so there is more consistent value returned to the businessesUNDERSTANDING • Learn the business model you work withinStay current with org strategy • Be open to influences from outside the business…especially the needs of the endand market shifts customer your employees serve • ☺ Read and network (maybe even through social media )CLARITY • Translate market trends, end customer needs, and strategic objectives intoLearning is the nexusof necessary employee behaviors and create learning around thatstrategy and execution • This could mean evolving the approach from quarter to quarter to stay currentAGILITY • Develop consultative, facilitation and coaching skills, not just training delivery onesReimaginelearning as a • Learn from our MarkComm colleagues what it takes to “land” a message all the - –flexible, multi faceted solution approaches and passes requiredthat can take many forms • Get out of the events business and into the service one • Transform managers from drivers of performance to developers of people & talent 35
  35. 35. THANK YOUSean Kavanaghskavanagh@arielgroup.comGabriella Streckergstrecker@arielgroup.comhttp://www.arielgroup.com/ 36
  36. 36. Questions & Answers Sean Kavanagh CEO The Ariel Group Gabriella Strecker Vice President of Client Solutions The Ariel Group #CLOwebinar
  37. 37. Join Our Next CLO Webinar Tackling your Toughest Challenges: Tools for Leading and Influencing in a Matrix Thursday, September 27, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at www.clomedia.com/eventsJoin the CLO Network: http://network.clomedia.com/ #CLOwebinar

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