Blending the Social and the Serious for Individual and Organizational Performance


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The convergence of the economic environment and corporate talent challenges has led to the need for highly flexible corporate learning strategies. Can we provide a learning environment that accelerates development within the organization through leveraging expertise outside its boundaries? We will share our work in blending asynchronous content, live events, personal learning curricula and value-added social networking to provide a comprehensive and sustainable learning environment.

Nancy Keeshan, Executive Director, Duke Corporate Education Inc.

Stephen Mahaley, Director, Learning Technology, Duke Corporate Education Inc.

Published in: Business, Technology
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Blending the Social and the Serious for Individual and Organizational Performance

  1. 1. Blending the Social and the Serious for Individual and Organizational Performance CLO Symposium Boca Raton, Florida April 12, 2010
  2. 2. About Duke CE • Custom executive education provider • Carved out of Fuqua Business School in 2000 • Mix of academics and practitioners – 120 people • 6 offices: – US: NY, NC, CA – South Africa: Johannesburg – India: Ahmedabad – UK: London • More at
  3. 3. Session Overview • Converging forces • Results of recent multi-client survey • Design implications • Ingredients to blend • Value to individuals and organizations
  4. 4. Q. Will you sing to me while I do my taxes? A. No, but the IRS has a favorite song “All of me”. You have to have a sense of humor while doing your taxes. Have fun. A. … picking an upbeat playlist from iTunes seems to make it go smoother.
  5. 5. People • Generations • Neuroplasticity • Johnson and Beck Digital Students at Analog Schools Business Environment • Globalization • Pace and Change Technology • Information load • Social software (Web 2.0) • Econ / H1N1 • Broadband access • Mobile hardware
  6. 6. Multi-Client Survey • Key Findings - Learning is moving closer to work - Learning investments are more targeted - There is greater orientation toward value • Implications – Face to face should still be used for specific opportunities – Use of virtual methods is accelerating – Social networks are both an opportunity and a puzzle
  7. 7. How will your use of the following L&D methods in 2011 differ from how often you used them in 2008? Blended – Individual, self- Virtual Classroom/ part face-to- paced e- Webcast; Social networks, e.g., face and part learning; no Facebook, LinkedIn Instructor Led virtual instructor ALL RIGHTS ARE RESERVED. You may not re-publish, reproduce, or transmit these materials, or any part thereof, in any form or by any means.
  8. 8. Transitions Networks in Learning Clicks and Mortar SOCIAL CBT/Self – Paced Learning SERIOUS
  9. 9. Learning and Development Transformation From…Classroom To…Virtual Engage participants in the theory Engage participants in the problem and frameworks. REAL Apply theory to real problems if Layer in content as needed there is time. ACTIVE Create communities to sustain Drive event based personal business results networking. SOCIAL
  10. 10. It’s not about the technology - it’s about design
  11. 11. Ingredients to Blend 1. Learning from connections inside and outside corporate walls The Exploding Onion 2. Combining educational content with social networks The Loom 3. Allowing learner-centric choice and contribution in content It’s all about ME, and the people I want to talk to. 4. Using immersive synchronous events to provide structure and shared experience 3D Teaming, New Hire Game
  12. 12. The Exploding Onion
  13. 13. The Loom
  14. 14. It’s All About Me Ongoing community discussion and link to webinar recording Webinar with experts Personal choice of content on the topic of interest
  15. 15. 3D Teaming
  16. 16. In a short time, (I was) able to see a number of virtual teaming issues, how they can come up. Saw how determining leadership is hard. Good to meet some additional people.
  17. 17. New Hire Game
  18. 18. What about Business Results? Survey of 1700 execs worldwide by McKinsey • Increased speed of knowledge access: 68% • Reduced communication costs: 54% • Improved access to knowledge experts: 43% • Reduced travel costs: 40% • Improved employee satisfaction: 35% • Decreased time to market for products/services and increased innovation: 25% • Increased revenue: 14% McKinsey Quarterly, Sep 2009
  19. 19. More Business Results Survey of clients from Select Minds • Productivity Contributions: Increase in productivity by an average of 10% • Retention Contributions: Increase in retention by an average of 9% • Increases in New Business: Increase new business by an average of 12% • Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program Ø become fully productive 49% faster than all experienced hires Ø became Star Performers (66%), versus 26% of experienced hires Source: Select Minds: "Corporate Social Networking: Increasing the Density of Workplace Connections to Power Business Performance"
  20. 20. ”No one knows everything, everyone knows something, all knowledge resides in networks.” Lévy 1997
  21. 21. Here’s to Blending Social and Serious! • • Phone – 1.919.680.5000 • • Phone – 1.919.680.5000 Thank you for your time!