In the webinar we will explored the impact of V.U.C.A. trends on the: - core function of L&D - capabilities your L&D team needs - technologies your L&D team are using

1. Rethinking learning for a volatile
and uncertain future

2. We will explore the impact of V.U.C.A. trends on the:
● core function of L&D
● capabilities your L&D team needs
● technologies your L&D team can enable your L&D for V.U.C.A.

3. What we do
Optimise Learning
Ecosystems
• BUD Alignment Workshop
• Business Case Devp
• Current State Review
• Strategy & Roadmaps
• Technology Selection
• Integration with Talent &
HR systems
“We help organisations
optimise learning services
and products by
architecting a ecosystem
that is business focused,
customer centric and cost
effective.”
Support Innovate
Getting Ready for the
Future of Work
• Artificial Intelligence/
Machine Learning
• Voice Recognition
• Location Based
Learning
• Blockchain
Transform
Help embed
transformative practices
• Learning Portals
• Merging Knowledge
Management &
Learning
• xAPI/TinCan
Architecture
• AR/VR
• Collaborative & Social
Learning
• Learning Analytics.

4. Budget $
L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
Visualising the Learning Ecosystem Stack

5. Team
5
David
Hegarty
Jeevan
Joshi
Robin
Petterd
Experience in Learning &
Performance
25 years + 25 years + 20 years +
Recent Projects • Location based
Learning App
• Learning Strategy –
Bank
• Developed online PD
program for English
teachers
• LMS Selection using
Agile
• Future Capabilities
Design – Bank
• L&D & Tech Strategy –
Media
• Development of next
gen learning platform
• Government learning
programs reform
• Transforming patents
training across A&NZ
Commercial Experience General Manager - Cadre Founder – LearningCafe &
CapabilityCafe
CEO – Sprout Labs
Education Master of Environmental
Science
Master of Tech (Biotech) Ph.D Interactive Digital
Media

6. Send your chat messages to
“Everyone”
Names of participants, host and
presenter

7. Text tool
Annotation tools
Name pointer
Choose colour

8. What are your motivations for attending this webinar?
Your thoughts …

9. What is V.U.C.A ?

10. Volatile
Ambiguous
Complex
UncertainV.U.C.A

11. Volatile
Ambiguous
Complex
UncertainV.U.C.A
Because of iPhone the
sales of Blackberries
collapsed in two years’
time.
Vinyl records, believed
to have died a long time
ago, can have a sudden
revival.
Today’s programmatic
advertising is a complex
bidding systems to get the
right advertisement on the
right screen of the right
person.
Is milk good or bad for
you?

12. Volatile
Ambiguous
Complex
Uncertain
V.U.C.
A
Will the year long training
program to increase project
management capability will need
to change as the company has
adopted Agile ?
Is it a good time to
develop a course for
Behavioural aspects of
safety as the company is
being merged ?
Learners are using learning
resources from a wide
variety of sources.
Managers are
responsible for team
development.
Managers are
overloaded

13. "L&D's core purpose remains the same - to
enable employees to grow and develop their
capabilities to meet the organization's
vision, mission and strategic imperatives,"
Richard Lowe, Director of Hewlett Rand,

14. V.U.C.A is creating stress points for L&D
Uncertainty
Budget cuts and
increases
Staffing freeze
Complexity
Integration with
other systems
Cybersecurity
risks results in
IT lockdown
Ambiguous
Can Agile be applied
to all projects ?
Is soft skils or
coding more
important ?
Volatility
Learning Needs
change frequently
Learning content
changes more
frequently

15. Preparing for V.U.C.A
2
Plan for every
growth mode
4
Experiment and
take risks
1
Respond rapidly
3
Include a scalable
capability
5
Move
simultaneously
6
Learn fast
Decreased turnaround
time for developing
Learning by 20%
Solution being developed
for 100 can be deployed
for 1000 with little
additional effort
Commence work on
multiple projects
Annual training plan should
cater for growth and
contraction scenarios
Pilot new or more effective
formats for workshops.
Continuous rapid learning
especially in new knowledge
domains

16. 16
Source :http://joshbersin.com/2017/03/the-disruption-of-digital-learning-ten-things-we-have-learned/

17. Budget $
L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
Optimising the Learning Ecosystem for V.U.C.A

18. L&D Capability
Capability
Performance
Strategy
Business Outcomes $ +
Enablers
Solution
Business
Organisations to prepare
for the future now
Identify and prepare for
capabilities required in
the future. e.g
cybersecurity
Business Cycles are shrinking
Learning Requirement Plans
should be revisited every 6
months (half yearly) and in
some cases every 3 months
(Quarterly)
Strategy may need to pivot to
to accommodate a new
competitor
Position Learning
infrastructure to support
rapid changes to strategy
Strategy is changing faster
and catering for multiple
scenarios
Align Learning Plans to
cater for multiple business
scenarios.
Optimising the Learning Ecosystem for V.U.C.A

19. L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Learning & Performance
EcosystemEnablers
Solution
Business
Learning design methods
to accommodate rapid
changes to content and
outcomes
Optimising the Learning Ecosystem for V.U.C.A
New product development
is using being designed
using Agile
Learners able to access
learning and knowledge
easily e.g mobile learning
New product development
is using being designed
using Agile

20. Ideas for improving Learning for V.U.C.A
Methods
e.g Agile, ADDIE, 70:20:10. I.D
Types of Learning
Classroom, Blended, Social etc
Supporting Performance
Tying Learning to business outcomes.
User/Learner Experience
Interface Design, Access

21. Budget $
L&D Capability
Technology
Learning & Performance
EcosystemEnablers
Solution
Business
Optimising the Learning Ecosystem for V.U.C.A
Should L&D ready to
reduce costs when
profits drop ?
Company profitability and
performance varies

22. Capabilities that L&D needs

23. L&D Capability
Learning & Performance
Ecosystem
Designing working
for learning
Business
acumen
Agility
Capability for V.C.U.A Ecosystem Stack
Digital mindset

24. Volatile
Ambiguous
Complex
UncertainVUCA
AgilityBusiness acumen
Designing working for
learning
Digital mindset

25. Agility is an overused term

26. What is an agile mindset?
Individuals and interactions over processes and tools
Performance improvement over delivery
Collaboration over planning
Responding to change over following a plan
Based on the agile values from the agile manifesto

27. Being open to change.
Being able to create change.

28. In learning and development
The barriers to agility Enabler for agility

29. Digital mindset - a force of
V.U.C.A

30. Digital is more than just putting
‘content or communication
online’

31. Designing systems
that are based on
data and rules
Being able to take
risks with new
approaches
Being able to choose
the appropriate
technologies
e.g consumer tech not
corporate tech

32. Business acumen

33. Increase revenue or decrease cost

34. Increase revenue or decrease cost
This is where L&D
has been in
Future focused

35. Marketing is becoming a profit
center instead being a cost center
Could L&D be a profit center
instead being a cost center?

36. Designing working for learning

37. Startups often create V.U.C.A for existing
enterprises
The purpose of a startup is to learn
● learn what customers need
● learn what are the best ways to meet those needs -
often with new technologies

38. Imagine a tech startup. What would be some of the features of their
learning eco-system?

39. Technology that enables
L&D for V.U.C.A

40. V.U.C.A - The same… but different?
"L&D's core purpose remains the same - to
enable employees to grow and develop their
capabilities to meet the organization's
vision, mission and strategic imperatives."
Richard Lowe, director of Hewlett Rand,
“In 3 years we could grow from 2000 to
10,000... or we might be 500- we just
don’t know”
A services business 2K staff with a very stable product offer
and no serious competition.
V.U.C.A is NOT the same as change…
Think big but think quick- why L&D can’t just be ‘responsive’

41. Technology, V.U.C.A - L&D
The ‘Iceberg’ technologies – what’s ‘frozen’ in the fluid V.U.C.A. world?
LMS
Intranet
Manuals/Guides
Annual Review
Compliance
Induction

42. 2
Plan for every
growth mode
4
Experiment and
take risks
1
Respond rapidly
3
Include a scalable
capability
5
Move
simultaneously
6
Learn fast
Decreased turnaround
time for developing
Learning by 20%
Solution being developed
for 100 can be deployed
for 1000 with little
additional effort
Commence work on
multiple projects
Annual training plan should
cater for growth and
contraction scenarios
Pilot new or more effective
formats for workshops.
Continuous rapid learning
especially in new knowledge
domains
Recap - Preparing for V.U.C.A. - L&D

43. Compliance
Technology
Learning & Performance
Ecosystem
LMS
Manuals/Guides
Review
Platform
Intranet
Induction
The Learning Ecosystem

44. The Learning Technology Strategy
Aligning L&D strategy with business strategy is key to success. Those
companies that are doing it reap the rewards:
● 13x more likely to report increased revenue
9x more likely to report increased productivity
5x more likely to report improved customer satisfaction as a benefit
50% more likely to have noticed positive changes in staff behaviour
Copyright Towards Maturity CIC, 2016 London.

45. Budget $
L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
The Learning Ecosystem Stack

46. Budget $
L&D Capability
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
The Learning Ecosystem Stack
Technology

47. The driving technologies Enabling Applications?
Social
Mobility
Analytics
Cloud
Internet of Things
Automation
Robotics
V.U.C.A. Scenarios?
Technology
Technology, V.U.C.A - L&D

48. The driving technologies V.U.C.A L&D Challenges?
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 1
● Transparency
● Buy don’t build
● Capture/share
● Freelancer > AU
● Fit for purpose
The ‘Gig Economy’
By 2020, 40% of total US workforce
will be contingent workers or
independent contractors.
Intuit 2020 reportTechnology
Technology, V.U.C.A - L&D

49. The driving technologies V.U.C.A Enablers?
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 1
The ‘Gig Economy’
By 2020, 40% of total US workforce
will be contingent workers or
independent contractors.
Intuit 2020 reportTechnology
● Transparency
● Buy don’t build
● Capture/share
● Freelancer > AU
● Management
● Cloud
● TWM
● Micro-credentialing
● Social Platforms
● Mobility
Technology, V.U.C.A - L&D

50. The driving technologies
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 2
Climate Change
Extreme weather events causing
emergency services call centre
overload & high stress levels for
staff.
Technology
V.U.C.A L&D Challenges?
● Overload
● Stress
● Scale
● Risk
Technology, V.U.C.A - L&D

51. The driving technologies
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 2
Climate Change
Extreme weather events causing
emergency services call centre
overload & high stress levels for
staff.
Technology
● AI
● Analytics (Integrate)
● Mobility
● IoT
V.U.C.A Enablers?
● Overload
● Stress
● Scale
● Risk
Technology, V.U.C.A - L&D

52. ● Core function of L&D - remains but faces huge challenges in the
V.U.C.A environment
● Capabilities your L&D team needs – new skills, new agile ways of
working and new tools
● Technologies your L&D team can enable your L&D for V.U.C.A–
the same tools that are underpinning V.U.C.A can be enablers for
both learners and the new ways of working for L&D
Takeaways, V.U.C.A - L&D

53. LearnD V.U.C.A aligned offer
BUD (Business, UX, Design)
Alignment Workshops
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach

54. LearnD V.U.C.A aligned offer
Learning Portals
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach

55. Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Traditional selection and
review processes are linear
and result in a long list of
requirements that don’t
accurately reflect actual
future needs and result is
inappropriate selection.
Solution
Recognise most technology
platforms are commoditised
and hence:
Use “on the ground”
business requirements to
prioritise
Build Minimal Viable Product
so that stakeholders can
“touch and feel” the solution
and hence identify true
requirements.
Employ “use case” and
“customer journeys” to
recognise user needs.
BestFor
Projects with significant
Business Impact
Risk Involved– design/
audience/ technology
New product design
When business need to be
challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach
LearnD V.U.C.A aligned offer
Technology Selection & Review

56. David
Hegarty
Jeevan
Joshi
Robin
Petterd
Do you need to optimise, transform and
Innovate your learning ecosystem?
LearnD can help you
Contact
david@learnd.com.au
jeevan@learnd.com.au
robin@learnd.com.au

57. SPARE SLIDES

58. Technology, V.U.C.A - L&D
The driving technologies Enabling Applications?
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 3
“The Patient Will See You Now”
The future of ‘bottom-up’ medicine in which
digitally empowered patients participate in
and take charge of their own health and
care.
EY Report
Technology

59. Learning Portal to Drive
Organisational Agility
• Healthcare services had a
decentralized function and business
units had different dynamics.
• Variable internet connectivity was
the elephant in the room.
• IT has strict requirements
• Business were keen for a solution
that would provide for on the road
workforce i.e. home care
• Cost of Learning service delivery had
to be kept low.
Context
Media company facing
increasing completion
needed to be nimble.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.

60. Driven by data

61. Core Function of L&D
A case for Change

62. Learning Portal to Drive
Organisational Agility
• Healthcare services had a
decentralized function and business
units had different dynamics.
• Variable internet connectivity was
the elephant in the room.
• IT has strict requirements
• Business were keen for a solution
that would provide for on the road
workforce i.e. home care
• Cost of Learning service delivery had
to be kept low.
Context
Media company facing
increasing completion
needed to be nimble.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.

63. Technology
Changing the Fabric of L&D

64. L&D Capabilities
A Need to Reskill

65. Learning Portal to Drive
Organisational Agility
• Healthcare services had a
decentralized function and business
units had different dynamics.
• Variable internet connectivity was
the elephant in the room.
• IT has strict requirements
• Business were keen for a solution
that would provide for on the road
workforce i.e. home care
• Cost of Learning service delivery had
to be kept low.
Context
Media company facing
increasing completion
needed to be nimble.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.

66. Deep Dive
Technology Layer

67. xAPI /AI – Predictive AI in Child Services
• Pre-start induction is a blend of
online and F2F designed to help
potential new employees decided
whether the role is the right fit.
• xAPI data is collected from the
learning experiences.
• A machine learning system analyses
the data, and can then predicts who
might not be the right fit.
Context
New hires in child
protection
In this sector, extensive
training & testing prior to
start.
How to automate using AI?
Outcomes

68. xAPI /AI – Predictive Algorithm
• Pre-start induction is a blend of
online and F2F designed to help
potential new employees decided
whether the role is the right fit.
• xAPI data is collected from the
learning experiences.
• A machine learning system analyses
the data, and can then predicts who
might not be the right fit.
Context
New hires in child
protection
In this sector, extensive
training & testing prior to
start.
How to automate using AI?
Outcomes
Efficient, flexible data
capture/store.
Effective machine learning
algorithm predicts success.

69. Business Responsive Portal
Learning
Portal
Business Priorities
Business Unit
Content
Personalised
Content
LMS
Blogs
Curated
Content
DIY Videos &
Podcasts
External Content
ie HBR
LMS
Analytics
xAPI

70. Tech Layer of the Ecosystem - Current
70
Engineering
Inst of Australia
CPD
UNSW
Engineering
LMS
Classroom
Courses
Sharepoint
Dineto

71. Tech Layer of the Ecosystem - Future
71
Engineering
Inst of Australia
CPD
UNSW
Engineering
Cybersecurity
Assoc of
Australia
Coursera/E
dX
Meetups
Hacker
Conventions
LMS
Sharepoint
Classroom
Courses
Yammer
Best
Practice
API
Hacking
Sims
YouTube
Blogs
Curated
Content
$
$
$
$
$

72. LMS Selection the Agile Way
• Decentralized function and
business units had different
dynamics.
• Variable internet connectivity
was the elephant in the room.
IT has strict requirements
• Provide for on the road
workforce i.e. home care
• Cost of Learning service delivery
had to be kept low.
Healthcare services
provider with a diverse
workforce and variable
technology availability
wanted to use LMS as
business tool.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.

73. LMS Selection & review – The Agile Way
Minimal
Viable
Product
(MVP)/
Prototype
Requirements
Organisational
Strategy
Business
Requirements
Technology &
Capability
Requirements
Use Case
Based RFP
Document
Personas
Customer
Journeys
Simulate LMS
Use
Prioritise -
Planning Poker

74. Pre start Caring for at-risk children
• Pre-start induction is a blend of
online and F2F designed to help
potential new employees decided
whether the role is the right fit
• xAPI data is collected from the
learning experiences
• A machine learning system analyses
the data, and can then predicts who
might not be the right fit
Context
Outcomes

75. Offerings

76. BUD (Business, UX, Design)
Alignment Workshops
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach

77. Learning Portals
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach

78. Technology Selection & Review
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Traditional selection and
review processes are linear
and result in a long list of
requirements that don’t
accurately reflect actual
future needs and result is
inappropriate selection.
Solution
Recognise most technology
platforms are commoditised
and hence:
Use “on the ground”
business requirements to
prioritise
Build Minimal Viable Product
so that stakeholders can
“touch and feel” the solution
and hence identify true
requirements.
Employ “use case” and
“customer journeys” to
recognise user needs.
BestFor
Projects with significant
Business Impact
Risk Involved– design/
audience/ technology
New product design
When business need to be
challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach