The convergence of the economic environment and corporate talent challenges has led to the need for highly flexible corporate learning strategies. Can we provide a learning environment that accelerates development within the organization through leveraging expertise outside its boundaries? We will share our work in blending asynchronous content, live events, personal learning curricula and value-added social networking to provide a comprehensive and sustainable learning environment. Nancy Keeshan, Executive Director, Duke Corporate Education Inc. Stephen Mahaley, Director, Learning Technology, Duke Corporate Education Inc.

1. Blending the Social and the
Serious for Individual and
Organizational Performance
CLO Symposium
Boca Raton, Florida
April 12, 2010

2. About Duke CE
• Custom executive education provider
• Carved out of Fuqua Business School in 2000
• Mix of academics and practitioners – 120
people
• 6 offices:
– US: NY, NC, CA
– South Africa: Johannesburg
– India: Ahmedabad
– UK: London
• More at http://www.dukece.com

3. Session Overview
• Converging forces
• Results of recent multi-client survey
• Design implications
• Ingredients to blend
• Value to individuals and organizations

4. Q. Will you sing
to me while I do
my taxes?
A. No, but the IRS has a
favorite song “All of me”.
You have to have a sense of
humor while doing your
taxes. Have fun.
A. … picking an upbeat
playlist from iTunes seems
to make it go smoother.

5. People
• Generations
• Neuroplasticity
• Johnson and Beck
Digital Students at Analog
Schools Business
Environment
• Globalization
• Pace and Change
Technology • Information load
• Social software (Web 2.0) • Econ / H1N1
• Broadband access
• Mobile hardware

6. Multi-Client Survey
• Key Findings
- Learning is moving closer to
work
- Learning investments are
more targeted
- There is greater orientation
toward value
• Implications
– Face to face should still be
used for specific
opportunities
– Use of virtual methods is
accelerating
– Social networks are both an
opportunity and a puzzle

7. How will your use of the following L&D methods in
2011 differ from how often you used them in 2008?
Blended – Individual, self-
Virtual Classroom/ part face-to- paced e-
Webcast; Social networks, e.g.,
face and part learning; no Facebook, LinkedIn
Instructor Led virtual instructor
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8. Transitions Networks
in Learning
Clicks and Mortar
SOCIAL
CBT/Self – Paced Learning
SERIOUS

9. Learning and Development
Transformation
From…Classroom To…Virtual
Engage participants in the theory Engage participants in the problem
and frameworks. REAL
Apply theory to real problems if Layer in content as needed
there is time. ACTIVE
Create communities to sustain
Drive event based personal
business results
networking.
SOCIAL

10. It’s not about the technology - it’s
about design

11. Ingredients to Blend
1. Learning from connections inside and outside
corporate walls
The Exploding Onion
2. Combining educational content with social networks
The Loom
3. Allowing learner-centric choice and contribution in
content
It’s all about ME, and the people I want to talk to.
4. Using immersive synchronous events to provide
structure and shared experience
3D Teaming, New Hire Game

12. The Exploding Onion

13. The Loom

14. It’s All About Me
Ongoing community
discussion and link to
webinar recording
Webinar with experts
Personal choice of
content on the
topic of interest

15. 3D Teaming

18. In a short time, (I was) able to see a number of virtual teaming issues, how they can come
up. Saw how determining leadership is hard. Good to meet some additional people.

19. New Hire Game

20. What about Business Results?
Survey of 1700 execs worldwide by McKinsey
• Increased speed of knowledge access: 68%
• Reduced communication costs: 54%
• Improved access to knowledge experts: 43%
• Reduced travel costs: 40%
• Improved employee satisfaction: 35%
• Decreased time to market for products/services and
increased innovation: 25%
• Increased revenue: 14%
McKinsey Quarterly, Sep 2009

21. More Business Results
Survey of clients from Select Minds
• Productivity Contributions: Increase in productivity by an
average of 10%
• Retention Contributions: Increase in retention by an
average of 9%
• Increases in New Business: Increase new business by an
average of 12%
• Rehiring Former Employees: On average, rehires made
through their Corporate Social Networking program
Ø become fully productive 49% faster than all experienced hires
Ø became Star Performers (66%), versus 26% of experienced
hires
Source: Select Minds: "Corporate Social Networking: Increasing the Density of
Workplace Connections to Power Business Performance"

22. ”No one knows everything,
everyone knows something,
all knowledge resides in networks.”
Lévy 1997

23. Here’s to Blending Social and Serious!
• Steve.mahaley@dukece.com
• Phone – 1.919.680.5000
• Nancy.keeshan@dukece.com
• Phone – 1.919.680.5000
Thank you for your time!