This is a session I did at Training 2012. The key argument in this presentation is that there are key parallels between newspaper reporters and learning professionals and that in order to avoid a similar fate, we need to rethink our roles and soon. The key shift is from instructional conduit to platform and strategy design.

1. The Death of the Newspaper Industry
BAD NEWS FOR YOU
David Wilkins
VP, Taleo Research

2. Disintermediation
1. Newspapers
2. Learning Pro’s = Reporters; Training = News
3. News today = &
4. was wrong & we’re too slow to adapt

4. After analyzing more than three million
tweets, gigabytes of YouTube content and
thousands of blog posts, a new study has
concluded that the Arab Spring truly was fueled
by social media.
"Our evidence suggests that social media carried
a cascade of messages about freedom and
democracy across North Africa and the Middle
East, and helped raise expectations for the
success of political uprising,” says Philip
Howard, an associate professor in
communication at the University of Washington.

6. SHOUT OUT TIME!
What does a newspaper reporter do?
– Interview experts and gather information about
events, discoveries, and relevant happenings
– Summarize and present this information in ways
that the general public can understand
– Publish their content to their audience

7. Disintermediate (v) disintermediate:
To attempt to do away with intermediary
entities between two primary market
forces; to eliminate the middleman
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8. Newspaper Businesses
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9.  Want ads?
 Car sales?
 Other sales?
 Personal ads?
 Marriage announcements?
 Editorials?
 Letters to the editor?
 News?
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10. COPYRIGHT 2009

11. BUT WAIT, WE’RE NOT INTERMEDIARIES…
Yes you are. Accept it. Move on.
True or False?
“My learning and development group has enough
staff and resources to properly address ALL of my
organization’s training needs no matter how big, no
matter how small.”
“My team is able to deliver new content and
updated learning to my team as quickly as they
need it across ALL of their training needs no
matter how big or how small.”
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12. FROM FUNNELS TO NETWORKS
Current State Future State
T&D Groups
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13. WHAT ARE OUR LEARNING “BUSINESSES”
 Compliance and Certification?
 On-boarding?
 Leadership?
 L&D support for initiatives?
 L&D support for business units?
 EPSS and Help Systems?
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14. THESE TOO?
 Knowledge Management?
 Peer-to-peer learning?
 Emergent learning?
 Expertise discovery and social networking?
 Communities of Practice?
 External learning?
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15. THESE TOO?
 Knowledge Management?
 Peer-to-peer learning?
 Emergent learning?
 Expertise discovery and social networking?
 Communities of Practice?
 External learning?
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16. THESE TOO?
 Knowledge Management?
Peer-to-peer learning?
If 80% of learning and

 Emergent learning?

development happens socially
Expertise discovery and social networking?

and informally, how long
Communities of Practice?
External learning?
before IT asks why you can’t

use SharePoint as your LMS?
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17. Your Strategic Role

18. YOU ARE NOT AT THE TABLE… OR ROOM…
True or False:
“My team has actively participated in strategic
decisions to determine which social media
platforms the company is using or going to use.”
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19. Marginalize(v) /ˈmärjənəˈlīz
/:
Treat (a person, group, or concept) as
insignificant or peripheral: "they
marginalize those who disagree";
"marginalized groups."
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20. WHY COMPANIES ARE ADOPTING SOCIAL MEDIA…
https://www.mckinseyquarterly.com/Business_Technology/BT_Strategy/How_companies_are_benefiting_from_Web_20_McKinsey_Global_Survey_Results_2432
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21. BUSINESS BENEFITS FROM SOCIAL MEDIA
https://www.mckinseyquarterly.com/Business_and_Web_20_An_interactive_feature_2431
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22. BIGGEST GROWTH AREAS – LOOK FAMILIAR?
8% increases
https://www.mckinseyquarterly.com/Business_and_Web_20_An_interactive_feature_2431
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23. INTERNAL USE CASES ARE THE DOMINANT USE CASES
https://www.mckinseyquarterly.com/Business_Technology/BT_Strategy/How_companies_are_benefiting_from_Web_20_McKinsey_Global_Survey_Results_2432
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24. SOCIAL MEDIA ADOPTION MIRRORS LEADERSHIP CHANGES
“Command and control” evolving to “Persuade and
influence”
“Top-down communication” evolving to “Managed viral
communication”
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26. OK, SO NOW WHAT?
1. Partner with Marketing and IT
2. Invest in yourself and your social media skills
3. Identify what skills you already bring to the table
4. Demonstrate an understanding of the larger
context
5. Make a case for an integrated strategy
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27. MARKETING – THE GOOD OLD DAYS…
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28. WHAT’S HAPPENING TODAY?– PEPSI’S MARKETING
"Consumers own the brands as much as we
do, and they want to share their interests
and likes," says Bonin Bough, director of
social and emerging media for PepsiCo.
“Twitter means we can react to something
that happens and provide a platform for
dialog. That's the key word. It's about
engagement and building the
relationship...”
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29. WHAT HAPPENED TO MARKETING?
• 8% of us trust advertising
• 78% of people trust peer recommendations
• Advertising is down double digits in broadcast
mediums -- print, TV, and radio
• And up double digits in conversational mediums –
web and mobile devices
• Used to measure “eyeballs” now measure influence
and conversations *and* eyeballs
http://econsultancy.com/us/blog/5927-consumers-don-t-trust-advertising-is-social-media-part-of-the-solution
http://fi.nielsen.com/site/documents/TrustinAdvertisingOct07.pdf
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30. PROOF THAT MARKETING HAS CHANGED?
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31. WHAT’S YOUR CURRENT LEVEL OF SOCIAL EXPERTISE?
 How many Twitter followers do you have?
 Have you ever created a channel on YouTube?
 Ever post a video to YouTube or podcast?
 Ever create and administer a LinkedIn group?
 Post and manage a SlideShare presence?
 How often do you blog?
 How often do you comment on other blogs?
 Ever share info on a discussion board?
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32. SOME SKILLS YOU DIDN’T KNOW YOU HAD…
 Social and cultural anthropology
 Team building and team dynamics
 Social psychology
 Self-efficacy as it relates to social media
 Moderation strategies and concepts
 Community management strategies
 Instructional design: “teach a man to…”
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33. THE LARGER CONTEXT
Cultural Issues
transparency, trust, grassroots or top-down
Integration Issues
LMS, HRIS, TM, Active Directory, profiles
Compliance Issues
Archival strategies, moderation / approval models
Security Issues
Security policies, flagging, keyword triggers
Strategy Issues
Avoiding balkanization, programming, reward and
recognition, moderation, policies, training
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34. THE CASE FOR INTEGRATION
 Content, knowledge,
information, communication,
learning, collaboration
 = Governance Board
 You need to be on it

36. 1. Social media is not a “future” thing
2. Key uses cases for SM = training
3. Most of us are not at the table
4. We need to be
5. It’s not too late, but it’s close

37. STAYING IN TOUCH
“dwilkinsnh” anywhere on the web
Taleo Research web presence is also me
dwilkins@taleo.com
(603) 566-6033
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