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Similar to Digital SIG1 - slidedeck with responses & outputs
Digital SIG1 - slidedeck with responses & outputs
- 1. Exploring Digital Maturity ASHORNE HILL SPECIAL INTERESTGROUP 14 June 2018
- 2. What key benefitscan your business gain from Digitalisation in Learning?
- 3. What do youwant to get out of this SIG?
- 4.
- 5. Dimensions of Maturity LowHighMaturity Business Drivers Infrastructure & Systems People & Capabilities
- 6.
- 7. Sky – fromFosway 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/
- 8.
- 9. Low High Experience Data IT Access Maturity Enabler1: Infrastructure & Systems
- 10. Low High Performance Consulting Training Events Maturity Enabler2: People & Capabilities
- 11.
- 12. Low High Keeping Up Maturity UnderstandingBusiness 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
- 16. Dimensions of Maturity LowHighMaturity Business Drivers Infrastructure & Systems People & Capabilities
- 17.
- 18. What would youlike 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 youlike to explore these topics? Guest speakers / external industry expertise Collaborative curation online – LinkedIn? Sharing strategies - group member inputs? Other Ideas…?
Editor's Notes
- #5 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
- #6 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.
- #7Â 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.
- #8 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!
- #9 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.
- #10 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.
- #11Â 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.
- #12 Let’s take the opportunity to go and see the Nureva Span technology.
- #17Â 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?
- #18 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?