Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Digital transformation: implications for the L&D function (ICELW 2016)

859 views

Published on

Vortrag ICELW New York, 17. Juni 2016

Published in: Education

Digital transformation: implications for the L&D function (ICELW 2016)

  1. 1. Digital transformation: implications for L&D ICELW Conference 2016, New York, June 15-17, 2016 Sabine Seufert / Christoph Meier swiss center for innovations in learning (scil)
  2. 2. 2 My plan for this session 1. Digital transformation 2. L&D in digital transformation 3. A framework & glimpses of cases 4. Buzz groups & discussion
  3. 3. 3 Who are we? What do we do? Icons by Freepik.com Innovative learning with impact in the age of digital transformation
  4. 4. 4 Disruption …
  5. 5. 5 … due to digital transformation Nach: http://www.altimetergroup.com/2014/07/the-2014-state-of-digital-transformation/ Infographic: https://www.unbelievable-machine.com/blog/aktuelles-zur-wirtschaftslage-und-zum-stand-der-industrie-4-0/ "Digital transformation is the realignment of, or new investment in, technology and business models to more effectively engage digital customers at every touchpoint in the customer experience lifecycle." (Altimeter Group)
  6. 6. 6 Is digital transformation relevant to L&D? Technological innovations Mobile computing Cloud computing IoT / Industry 4.0 Augmented- / virtual reality Cognitive computing Big data & analytics Changes in business Everything as a service (on demand) Digital work environments Blurred organizational boundaries Information work Knowledge work Design-based work Development needs Expectations of L&D Innovation (new product / services) Learners: personalized, engaging, immediately useful, any device, … Adaptability & ability for learning Business: support strategy (which competences?), business impact, … Performance in digital work environments
  7. 7. 7 What? Service portfolio Sus- tainable? Value & Revenue Who? Customers How? Business process The basic operating model for L&D Quelle:https://www.scil-blog.ch/blog/2015/09/28/geschaeftsmodell-innovationen-bei- bildungsorganisationen-ein-erster-ueberblick/ Normative level: What for? Strategic level: How? (Medium range) Operational level: How? (Short range)
  8. 8. 8 Normative level: What for? Generic: Agility & innovation Specific / Current: Digital competences Overall organization Creation of requisite context conditions - flexible work schedules - access to professional networks (inside & outside company) - … 1 Information e.g. Browsing, searching & filtering Evaluating Storing & retrieving 2 Communication e.g. Interacting Sharing Digital identity 3 Content creation e.g. Developing Integrating Copyright and licencesSpecific L&D processes / offerings Development of adaptive & innovative personalities 4 Safety e.g. Devices Personal data Personal health 5 Problem solving e.g. Technical problems Needs & tech resources Innovating and creativity Sourcefor"digitalcompetence":Ferrari(2013)DIGCOMPframework
  9. 9. 9 Strategic level: 1) Customers / beneficiaries 1. Individual participants in training / development activities 2. Supervisors / managers of participants 3. (Unit) Management 4. Networking partners 5. Customers / employees of customers 6. …
  10. 10. 10 • Family-owned business • 1924, 61 countries, 19'000 employees • Business areas: 1. Process Automation 2. Technical Training (Festo Didactic)  Events & conferences on current industry issues  Training internal & external – Tools for process simulations – Courseware – On-site training  Consulting Case: Festo Group / Festo Didactic
  11. 11. 11 Strategic level: 2) Service portfolio  Prüfpunkt 1  Prüfpunkt 2  Prüfpunkt 3  Prüfpunkt 4  Extended training & performance support "Standard" trainings & courses (incl. eLearning) Facilitated learning & reflection in the workplace Collaboration, exchange & learning in networks & communities Curation of content & tools L&D professionals design & are in charge L&D professionals support / help create supportive context L&D professionals facilitate / support
  12. 12. 12 Case: scil academy
  13. 13. 13 Strategic level: 3) Business process Needs analysis & consulting Design Development "Delivery" Evaluation Portfolio Mgmt. • Crowd-sourcing of "burning issues"Dialogue along the value chain • Trainer communities & resource wikis • OER, YouTube, etc. • User-generated content • "Catalog" / offerings open to anyone • Ratings & comments by users in "catalog" • … based on feedback & evaluations
  14. 14. 14 Case: Centre for Young Professionals (CYP) • Founded in 2003 by major Swiss banks • 6'800 course participants in 2016 • 2012: all course materials in digital format only • Trainees provided with tablets • Adapted processes (e.g. support hotline & ticket system) • New roles (e.g. Module Manager, Leader Digital field)
  15. 15. 15 Strategic level: 4) Value / Revenue Non-monetary Return on expectations (customers, stakeholders) Monetary Return on investment Revenue 1. Sales of individual products / services 2. Sales of individual products / services, billing only when actually made use of 3. Subscription to libraries 4. Brokerage fees 5. Sponsoring of specific products / services by partners 6. Monetarization of learner data / learner profiles
  16. 16. 16 Case: SAP Learning Hubs • Subscripion model • Different options (pricing, content) SAP • Supports sales of licences SAP Education • Complements / replaces on site training • Students (Mgmt, Computer Science, ...) • SAP Consultants • SAP Partner Businesses • Customers of SAP What? Service portfolio Value? Revenue generation Who? Customers How? Business process Online "learning rooms" • eBooks • eLearning / WBT • "Learning cards" on new products • Curriculum plans • Facilitated discussions (SAP trainers / experts and other learners)
  17. 17. 17 What? Service portfolio Sus- tainable? Value & Revenue Who? Customers How? Business process Overview "Empowerment for whitewater" -> agility & innovativeness -> digital competences Adapted processes; New roles; More dialogue along value chain Internal, external, prospective, … Multiple options Extended portfolio
  18. 18. 18 Discussion 1. Do you see the need to adjust / change your L&D business model? 2. Which element(s) need to be in focus in your case? 3. What exactly needs to be done? Where would you start adapting?
  19. 19. 19 Thanks for participating! Contact / more information Dr. Christoph Meier swiss centre for innovations in learning (scil) University of St.Gallen christoph.meier@unisg.ch

×