1. L&D Re-imagined:

2. The Shifts
Ref: The Shift by Dr. Lynda Gratton
The force of technology
The force of globalization
The force of demography and longevity
The force of society
The force of energy resources

3. The Impact
Globally connected workers and organizations
Fixed workplace gives way to “work from anywhere”
Technology replaces simple and complicated jobs
Power of social, local and mobile felt in all spheres
Emerging economies enter the workforce
Five generations work side by side with baby boomers on the verge of retiring
“Jobs for life” replaced by “life of jobs”
Economy of individuals on the rise
Hierarchy and bureaucracy lose effectiveness; wirearchyand networked orgs enter
Mega organizations and micro- entrepreneurs coexist
Working lifespan increases; need for re- skilling rise

4. Rise of the Collaborative Economy
Pace of change will “enforce” collaboration
The connected web will “enable” collaboration
Professional and personal development will “require” collaboration
Different generations in the workforce will “enrich” collaboration
Diversity of thought, opinions, knowledge, worldview and experience will lead to “innovation” through collaboration
L&D will have to don different hats and “facilitate” collaboration

5. We Need New Skills
Ref: http://www.c4lpt.co.uk/blog/2014/11/28/futureproof-your-career-infographic/
Sense-Making
Social Intelligence
Novel and Adaptive thinking
Cross-Cultural Competency
Transdisciplinarity
Design Mindset
Cognitive Load Management
Virtual Collaboration

6. To Meet the Future…
Deal with the Change
Facilitate self- driven learning
Enable Personal Knowledge Management
Leverage technology -social and mobile -to reach distributed workforce
Make learning a part of the workflow -on demand and autonomous
Be culturally aware and sensitive to diversity
Be well versed in the new ways of learning

7. Current Biases & Challenges
Perceived as “training” provider
Unversed in the various disruptive technology and trends
Unfamiliar with crucial business decisions and strategies
Lacking in deep expertise in core areas
Not seen as critical to business survival

8. L&D’s Roles –Some New, Some Old
Social & Informal Learning Evangelist
•Will enable workers to take control of their own learning
•Will help them and team to build their PLN and PKM
Community Manager
•Will facilitate collaboration across groups on ESNs, enable community building, provide curated content
Business & Data Analyst
•Will focus on trends and patterns based on data analysis
•Will map business requirement and data to craft impactful strategies
Technology Enabler
•Will help users and team members to use the latest tech for learning, collaboration, and communication
Performance Consultant
•Will liaise with business stakeholders to design learning ecosystems based on business matrices
Learning Management
•Will take care of program / project management, learning evaluation, stakeholder management, supplier management for the formal programs
Learning Delivery
•Will carry out tasks like facilitation / presentation of learning events for the in-class or virtual sessions, where needed
Learning Design
•Will conduct needs analysis, design principles, structure learning events for different delivery channels

9. Workplace Learning Re-imagined
Wearable
Personal
Mobile
Social
L&D must understand the impact of each of these factors on:
•user behavior
•organizational identity
•learning design & access
•communication protocol
•collaboration and social learning skills

10. What do Users Want?
Autonomy
Micro- Bytes
Continuous
On Demand
Social
Anytime, on Any Device

11. How are people solving their problems?
Asking their networks
Collaborating and participating in online communities
Googling
Taking a MOOC
Sharing
Working out loud
On the job

12. From Training to Communities
1.There are no users, learners, or managers of learning. Only adults doing their work.
2.Working adults will make the best use of all available resources to connect, collaborate and cooperate and build communities of practices.
3.Communities, conversations, and colleagues connected via mobile devices, social tools, and the web will be the keys to learning.
4.L&D will transform organizations to become “social” organizationsby facilitating PKM and community management.
5.Social is NOT a set of tools. Social is a set of behaviors embracing transparency, collaboration, sharing, fearless mistakes, experimentation, and edge work.

13. Making the Shift…
Bring formal learning to the Enterprise Social Network (ESN) to:
•Let the conversations and context build around formal courses
•Provide users with the choice of moving back and forth across the learning continuum
Encourage Working Out Loud to:
•Builds sense-making skills
•Foster practice of sharing
•Facilitate recording of work process and tacit knowledge capture
Build Communities of Practices to:
•Enable distributed workforce to learn from each other and contribute
•To facilitate diverse thinking and dialogue
•Remove silos from within the organization
Enable the building of Personal Learning Network (PLN) and Personal Knowledge Management (PKM) to:
•Build self-driven learning skills
•Build a learning organization

14. A Learning Ecosystem -Continuum

15. Keep it Going!
Change Management
•Onboarding
•Enabling
•Support
Content Management
•Aggregate
•Curate
•Connect
Community Management
•Governance
•Facilitation
•User experience
Start
Build
Grow

16. Can L&D Do it Alone? NO…
Involvement with and from business –CEO, CFO, COO…
Learning to be seen to be of strategic importance and critical to organizational survival
An environment that supports sharing, collaboration, mistakes
Direct participation and behavior modeling from leaders –CEO, CFO, COO…
Integration with HR throughout –from workforce planning, recruiting, performance management, leadership development…

17. Cost of Not Making the Shift
Distributed workforce will lack connection and one-ness with the org
Siloedorganization
Reinvention of the wheel will continue
Operational Inefficiencies
Diverse thoughts and ideas will be lost through lack of conversation and connect
Loss of Innovation
Attrition, retirement, siloedpockets –all lead to the loss of tacit knowledge so critical to organization success
Loss of tacit knowledge
Smart knowledge workers leave for orgs where scope for learning and mastery are higher
Loss of talent
Outside of “norm” requires collaboration and crowdsourcing of ideas and solutions
Exception handling becomes difficult
Without the influence of diverse thinking, old processes and hierarchical thinking continue to exist
Stagnation

18. Useful Books

19. http://idreflections.blogspot.in/
https://twitter.com/sahana2802
in.linkedin.com/in/sahana2802/
http://in.pinterest.com/sahana2802/
About Me

20. Thank You!
Let’s keep
collaborating and sharing and learning…