7. Sky – from Fosway Group Profile
“Success measured broadly through ….
engagement survey.
Stats on growth i.e. the perception that
people have opportunities to learn.”
http://www.fosway.com/innovation-profile-sky/
12. Low High
Keeping Up
Maturity
Understanding Business Drivers
Resource &
Capability
Knowledge &
Understanding
Senior Level
Buy-in Cost Saving
Adaptability
Being
Competitive
Multi-generational
Appeal
Regulatory
Requirements
Efficiency
Knowledge
Management
Recruitment &
Retention
Creating
Knowledge
Communities
Customised
Personalised
Development
Customer
Experience
Diverse
Offering
13. Low HighMaturity
Enabler 1: Infrastructure
& Systems
Basic Network
Access
IT Security
Workforce
Generation
BOYD Policies
Integrated
Systems
Online Social
Communities
Hive Engagement
Tools
Analytics
VR Tools
Use of
Insights
Data Capture
Data Reporting
Data Analysis
Compatible
Learning
Free Access
AI
Instant
Continuous
Support
14. Enabler 2: People & Capabilities
Low HighMaturity
Lean Resources
Assumptions
Resistance to
Change
Competence &
Capabilities
Perceptions of
Learning
Organic Action
Learning
Groups
Learning
Culture
Flexibility
Workforce
Planning
Empowering
Leadership Capable
People
Leaders
Enabling
Others
70 / 20 / 10
Intrinsic
Motivation
Ownership of
Own
Development
Trust
15. Dimensions of
Maturity
Keeping Up
Resource &
Capability
Knowledge &
Understanding
Senior Level
Buy-in Cost Saving
Adaptability
Being
Competitive
Multi-generational
Appeal
Regulatory
Requirements
Efficiency
Knowledge
Management
Recruitment &
Retention
Creating
Knowledge
Communities
Customised
Personalised
Development
Customer
Experience
Diverse
Offering
Basic Network
Access
IT Security
Workforce
Generation
BOYD Policies
Integrated
Systems
Online Social
Communities
Hive Engagement
Tools
Analytics
VR Tools
Use of
Insights
Data Capture
Data Reporting
Data Analysis
Compatible
Learning
Free Access
AI
Instant
Continuous
Support
Lean
Resources
Assumptions
Resistance to
Change
Competence &
Capabilities
Perceptions of
Learning
Organic Action
Learning
Groups
Learning
Culture
Flexibility
Workforce
Planning
Empowering
Leadership
Capable
People
Leaders
Enabling
Others
70 / 20 / 10
Intrinsic
Motivation
Ownership of
Own
Development
Trust
18. What would you like to explore
in future events?
1. Digital learning landscape, Strategy, digitalisation, best practice.
2. Consultancy and Business Cases – Influencing selection of the right learning solution,
understanding and articulating the benefits and drivers.
3. Learning Design in the digital age – Blend the right learning solutions, for learners, learning
and logistics.
4. Designing for Users – user experience UX why are LMSs & e-learning often so wrong, how do
we get it right.
5. L&D Competencies – what do L&D professionals need to be good at now, e.g. promoting
learning empowerment / supporting a learning culture.
6. Learning Architecture – from LMS, to LRS, social networking, and MOOCs do we really need all
this stuff?
7. Social Learning – enhancing / replacing / or offering 2nd rate interaction?
8. Learning Evaluation and Data – Analytics, digital footprints, personalisation, machine
learning.
9. Future technologies – VR/AR, AI, Chatbots etc.
19. How would you like to explore
these topics?
Guest speakers / external industry expertise
Collaborative curation online – LinkedIn?
Sharing strategies - group member inputs?
Other Ideas…?
Editor's Notes
Towards Maturity = L&D Consultants focusing on Digitalisation
Defining Needs - align learning to business strategy, ensure that programmes are relevant to both business and individual requirements. – (Learning Impact)
Understanding Learners - focus on understanding the context of the learner, their motivations and environment. – (Customer Focus)
Work Context – Infrastructure / Culture / Change agenda – (Organisational Fit Focus)
Building Capability – Skills and capabilities of L&D professionals -
Ensuring Engagement – Proactive involvement of critical stakeholders
Demonstrating Value – ROI / Productivity
Simple Dimensions of Maturity Model
1 – Business Drivers – Why digitalisation, what benefits are we are looking to deliver.
2 – Enabler 1 : IT – We know digitalisation relies in implementation of technologies, what are these and how do they stack up.
3 – Enabler 2 : People – Particularly L&D, but also managers and learners themselves. What capabilities do they need to be able to leverage technologies, and deliver against business drivers. What demands does this place on skills, roles, organisational structure.
Think about the business drivers, identify the drivers you feel are important, populate this maturity continuum based on where the driver sits from Low to High maturity.
For example:
Low maturity : One of the first focuses is often on creating compliance e-learning. Due to the benefits of repeatability, evidence of knowledge, and typically cost.
High maturity : Aiming to support and promote an empowered self-driven learning culture, probably sits quite high up on the spectrum.
Fosway Group, Europe's Leading HR Analysts, well respected consultants in Digital Learning space.
They profiled Sky, who have won many awards in the past and have a long track record of working with learning technologies.
Sky identified one dominant driver, one single most important measure of success.
What do you think Sky’s most important measure of success is?
Does that reconcile with “Demonstrating Impact” – is this about economic cycles, in a low unemployment, fight for talent world.
Maybe this won’t matter post Brexit!
When attending a recent webinar on some mature aspects of digital learning, the xAPI, the presenter from Caterpillar outlined his vision for the modern L&D organisation and it’s capabilities.
Old Organisation = L&D focused on performance consulting developing content as well as delivering learning, + evaluation. This still looks fairly aspirational to me.
New organisation = based on data creation and analysis, around creation, curation, and improvement of content, and enabling easy consumption / learning experiences –
They describe it as Experience Management rather than Learning Management.
Continue discussion, where do these enablers fit into the continuum, and at what point does the lack of these enablers become a barrier?
Focus on the relationship of the enabler, to the drivers you’ve identified. When is that technology required, to support and enable the achievement of that driver/future state.
Continue discussion, where do these enablers fit into the continuum, and at what point does the lack of these enablers become a barrier?
Try to distinguish between L&D, Learners & other Stakeholders.
Consider whether future capability requirements are simply skills, or go all the way up to organisational structure and culture.
Let’s take the opportunity to go and see the Nureva Span technology.
So what this simple model can hopefully help us to identify is where alignment of technology and people is required to achieve the business aspirations that are driving digitalisation.
Does one model fit all or does it need to adapt for different industries / organisations?
Could you use this to analyse and perhaps articulate your organisations roadmap to digitalisation?
Let’s overlay another perspective. Here’s a future vision of the Compelling Learning Offer from Fosway Group.
1 – Supporting the individual
2 – Supporting operational performance
3 – Supporting strategic capability development
Do these perspectives from Micro to Macro need distinct consideration and nurturing?
Does the Sky “Engagement” focus forget operational and strategic levels?