1.
Thurs, 28 th December, 2018, 12.30-2 PM, Sydney
Ways to participate:
• Q&A Box - comment, whinge & opinions
• Twitter Backchannel - @lrncafe #lrnomnibus
LearningCafe Year End
Omnibus Webinar 2018
Knowledge
Sharing
Better Practices
Experienced
Panel

2.
LinkedIn
m3 Collective Pty Ltd
Macquarie University
MCI
Mind Australia
Miss
MLC
NAB
Nestle
NSW DET
Open colleges
Profiling Online
PSC
Qantas
QBE
Standard Chartered
Schmiq learning solutions
Skillsoft
Societe Generale
Stockland
Suncorp
Sydney Water
TAL
Telstra
Unilever
University of Sydney
Westpac
Winc
Woods Bagot
WVI
Xypex Australia
100+
60+
Registrations
Organisations
Agilitas Learning
Anglicare
ANZ
Art of Mentoring
Aspire Leadership
Development
Attorney-General's Department
Bendigo Bank
Beople Srl
Chartered Accountants ANZ
Churches of Christ in QLD
cognizant
Crown Melbourne
DEDJTR
Department of Human
Services
Dimension Data
EnergyAustralia
Ericsson
EY
Fuse Universal
GPC Asia Pacific
Griffith University
Harcourts Academy
Health Infrastructure
Herbert Smith Freehills
HETI
IAG
IECL
IMC
Inspire Group
Lendlease
Thanks for
joining us
today

3.
Practice
Leadership
Webinars
UnConference
Blog
Magazine
Catch Ups
Workshops
Community of
Professionals
with a focus on
implementing ideas
Organisational
Learning
4

4.
4

5.
5
Webinar chat
Raise Hand
Use text to type
Polls

6.
Organisational
Learning & Future
of Work
6
Maree Howard
Head of Learning
Lendlease
Anish Lalchandani
Global Head Talent, Learning
& Culture Optimisation
Standard Chartered Bank
Role and impact of L&D in
the organisation and whether
it is responding to business
and employee requirements.
Darin Fox
Project Lead, Long Term
Workforce Strategy
Sydney Water

7.
7

8.
8

9.
9
Is Learning
reactive to or
being proactive in
supporting the
future of work?
How can it
become more
proactive and
where should it
start?
Use whiteboard

10.
10
Does Learning need to collaborate more closely
with other HR functions to develop a consistent
approach to implementation?
Use whiteboard

11.
11
What does Learning need to support work
and performance which shows up in L&D
discussions as
70:20:10
Flow of Work
Microlearning
etc

12.
LENDLEASE | LEARNING 12
TO CREATE A LEARNING
ENVIRONMENT WHERE LENDLEASE
PEOPLE CAN BUILD THE SKILLS
AND CAPABILITIES THEY NEED TO
BE THEIR BEST
VISION FOR LEARNING

13.
LENDLEASE | LEARNING 13
OUR LEARNING ENVIRONMENT
EXPERTS READYTO GO DIGITAL
ASSETS
READYTO GO
WORKSHOPS
BESPOKE SOLUTIONS
SOLUTIONS
SOCIAL NETWORKS &
NETWORKS & FORUMS
PERFORMANCE TOOLS
TOOLS
COACHES& MENTORS
MENTORS
Subject Matter
Experts and Super
Users developing
and sharing their
knowledge and
learning.
Content libraries that
provide generic
learning for a broad
range of topics,
anytime on any
device
A national partner
who provides generic
face to face
workshops for a
broad range of topics
nationally.
Digital and face to
face workshops
designed (internally
or externally) in
response to strategic
initiatives supported
in part by an internal
facilitation model.
Platforms and hosted
events that
encourage people to
build social networks
with others who
share similar
interests, activities or
connections.
Digital tools that
embed and support
learning.
Live or virtual support
based on specific
and personal
development needs.
Videos
Pod Casts
Webinars
Lunch and Learn
Bots
LinkedIn Learning
HMM
Ashridge
Executive Education
AIM Access to 70+
workshops and
courses in five
locations around
Australia
Team Effectiveness
Situational
Leadership
BU Induction
Commercial Acumen
Leader Induction
Yammer
Community of
Practice
LinkedIn Learning
Events
Conferences
Quick Facts
Reference Materials
Templates
Videos
Checklists
Blanchard App
IECL
Coach in a Box

14.
14
Sydney Water
Considerations for the
future of the workforce
29/11/2018
Darin Fox
Project Lead, Long Term Workforce Strategy
Sydney Water

15.
Meta-themes: Future of the Workforce
29/11/2018 15
Increased diversity – age, tenure, cultural, work arrangements,
outsourcing, gig economy
Build learning organisations & nurture life-long learning
Disruption preparedness – adaptability, agility, speed to market
Due to complexity, build collaboration internally and across
your commercial eco-system.
Increasing customer expectations. Hyper-customisation.
Climate change, technology, ageing population, cost of
capital, geo-politics, population growth, urbanisation,
resource demand, etc.
Technology is driving two competing views of the future:
VS

16.
Long term considerations for Sydney
Water
29/11/2018 16
o Core principle - build a learning organisation.
o Core question - Customer-centric or community-centric?
o Core challenge – Collaborate to deliver city and water outcomes with
partners, government agencies and stakeholders.
o Technical skills are not the problem. EQ and soft skills are key.
o Our purpose should be clear and overtly "communicated" externally
and internally.
o Hierarchy should be de-emphasised. People are empowered to make
the decisions they need to make to get things done as quickly as
possible.
o A fluid structure that facilitates movement of small, mobile,
empowered teams. Obtaining insights for innovation and
improvements from our front lines is BAU and routine.

17.
Designing for
Effectiveness
17
Vanessa Blewitt
Global Transformation Lead:
Learning Intelligence &
Effectiveness
Nestle
Ben Carr
Director
EY

18.
18 2017 Survey

19.
19
Has Learning design
substantially changed
in the past couple of
years? Is it keeping
pace with business
requirements and tech
advances?
Use whiteboard

20.
20
N=80

21.
21
With learning moving away from the
monolithic /structured approach, what is
the impact on methods for design and
measurement ?
Use whiteboard

22.
22
Has L&D made the evaluation of the
effectiveness of learning more robust?
What are some the new developments?

23.
What is the value of Learning & Development
Investments?
We’re in business –
not education.
We want people to
DO stuff, not just
KNOW stuff
- Cathy Moore

In any transaction,
the supplier
determines the
price,
but the purchaser
determines the value

24.
• All LMS development
solutions + Coaching
• Corporate, Regional,
Local
• Functions & Business
A Framework for Learning Effectiveness

25.
Post @+30days Post @+100days
Post @+100days
Maximum Value & Zero Waste
Activities and measures reflect
expected impact
Optimise automation and
learner centricity
Post @+30days
Answer 4 Key Questions
for ALL Development
SolutionsDid they
Choose it?
Did they
Like it?
Did they
Apply it?
Did it Add
Value?
LH
Activities:
Measures:
HH
Activities:
Measures:
LL
Activities:
Measures:
HL
Activities:
Measures:
Learning
Effectiveness
Types
2.ORGANIZATIONIMPACT
1. INDIVIDUAL / TEAM IMPACT
Higher
Lower Higher
Skills
Behaviours
e.g. Factory SOP
e.g. EXCEL
e.g. Leadership
e.g. MBA
Post@ +30days
Post@ +30days
Post@ +30days
Post@ +100 days
Post@ +100 days
Scale & Scope: One size fits all One approach for all sizes

26.
Change Mgmt
• Data driven mindset:
Data > Measures >
Analysis…Predictions
• Defining value focused
tangibles
• Event > Journey
• Operational > Strategic
• Action > Action +
Recommendation
• Connecting systems,
data, time stamps
• Scale & Scope of
applying Scale &
Scope
• System capabilities,
configuration, data quality
Technical
Business
Warehouse
Challenges

27.
1. A paradigm shift for BOTH the Business AND L&D
People don’t know what they don’t yet know
2. Insight breeds appetite
3. Start “small”… it’s bigger than you think
Key Learnings: Top 3

28.
The Learner
Experience Imperative
28
The need for Learning to move to a
user-centric approach and changes
required in L&D mindset, skills and
methods. We assess if Agile should
be the new operating system for
L&D.
Jeevan Joshi
Digital Transformation
Expert & Founder
LearningCafe &
CapabilityCafe
Mike Pino
Senior Director, Cognizant
Digital Academy
Cognizant

29.
29

30.
30
As Learning grows and becomes more
diverse, can L&D try and control or
become more an enabler of Learning ?
Use whiteboard

31.
31
Business
Centric
Topic
Centric
Event
Centric
Requirement
Centric

32.
32

33.
33
Business
Centric
Topic
Centric
Requirement
Centric Learner
Centric
Personalised
Learning

34.
34
Workforce
Experience
Employee
Experience
Learner Experience
Extended Workforce
Experience
Agile
Workforce
Motivation &
engagement
User
Centred
Design

35.
35
L&D & KM folks are
excited about
Content Curation
Microlearning
Personalised
knowledge etc.
Only because
Learning & KM
have not
converged
LMS KM Systems
LMS + Content
Curation + Micro
learning
+
KM +Content
Curation +
Micro
learning
+
LMS + Content Curation + Micro learning

36.
36
*Sample size = 115

37.
37

38.
Are you using Agile/SCRUM in Learning ? Is it working ?
Your thoughts …
Use whiteboard

39.
39
Workforce Experience Alliance
wexalliance.com
Please sign up for our newsletters & updates

40.
Learning Café View
Time ->2016
Now
2020
Face to Face
Online Learning – Legacy /compliance approach
Online Learning – Next Gen (Social, collaborative
Self Organising Learning
Tin
Can
L&D Capability
Jump
L&D Capability
Jump
L&D Capability
Jump

41.
Professional Development Framework
for the Next Gen L&D - Where do I start?
41
Business Partnership
Project Management
L&D Theory
Analysis
Design
Development
Implementation
Evaluation
DigitalAcumen
ConsultingApproach
BusinessAcumen
Agile&DesignThinking
Emerging
Tech
Start Up/
Entrepreneurship
Knowledge
Management
Workforce/HR
Trends
Emerging Research in Management
Industry
Knowledge
Capability Management
Existing Capability
Next Gen Capability
Scaffolding Awareness

42.
Does new skills will you focussing in 2018 ?
Your thoughts …

43.
www.learningcafe.com.au
lrncafe
http://bit.ly/lcafefb
blogs
learning conversations
free resources
workshops
Sydney Melbourne
Webinar recording, ebooks, L&D frameworks
Building Effective Employee Social Networks
43

44.
Trends
44
McKinsey Deloitte LinkedIn Towards Maturity
Mobile Platform for
Learning
YouTube-style” learning Demonstrate business
impact and value.
New Learning
Organisation -agile and
fluid in nature
Immersive classroom
experience
Design Thinking Video-based online
training
Holistic People
Experience
Building a culture of
social learning and real
time feedback
Build Learning Apps Deliver modern learning
experiences
Thriving Ecosystems
Big data and predictive
analysis
Learning Experience
Systems
Transformative
Learning
Performance analytics
to drive organisational
performance and
customised experience

45.
Challenges
45
McKinsey Deloitte LinkedIn Towards Maturity
Share ownership of
Performance
Bring together a
consumer-like
experience
Limited budget Position learning as a
strategic pillar
Become less of authors L&D teams embed
themselves in the
business
Demonstrating ROI Understanding digital,
technology, automation,
robotics and AI, driving
a new business model
Transition from a
service provider to a
strategic partner
Helping people to
perform,” not just
“delivering great
training.
Aligning to the
company’s overall
strategy
Connecting business
and learning impact.
Risk free Learning
Environments
Apply the disciplines of
design thinking to the
way people learn
Lacking data and
insights to understand
which solutions are
effective
Continual Engagement
Alignment between
learning and our overall
business strategy
Become video
producers, not just
instructional designers.
Having L&D
decentralized within the
company
Intelligent decision
making

46.
Trends
46
McKinsey Deloitte LinkedIn Towards Maturity
Mobile Platform for
Learning
YouTube-style” learning Demonstrate business
impact and value.
New Learning
Organisation -agile and
fluid in nature
Immersive classroom
experience
Design Thinking Video-based online
training
Holistic People
Experience
Building a culture of
social learning and real
time feedback
Build Learning Apps Deliver modern learning
experiences
Thriving Ecosystems
Big data and predictive
analysis
Learning Experience
Systems
Transformative
Learning
Performance analytics
to drive organisational
performance and
customised experience

47.
Challenges
47
McKinsey Deloitte LinkedIn Towards Maturity
Share ownership of
Performance
Bring together a
consumer-like
experience
Limited budget Position learning as a
strategic pillar
Become less of authors L&D teams embed
themselves in the
business
Demonstrating ROI Understanding digital,
technology, automation,
robotics and AI, driving
a new business model
Transition from a
service provider to a
strategic partner
Helping people to
perform,” not just
“delivering great
training.
Aligning to the
company’s overall
strategy
Connecting business
and learning impact.
Risk free Learning
Environments
Apply the disciplines of
design thinking to the
way people learn
Lacking data and
insights to understand
which solutions are
effective
Continual Engagement
Alignment between
learning and our overall
business strategy
Become video
producers, not just
instructional designers.
Having L&D
decentralized within the
company
Intelligent decision
making