The document discusses strategies for developing a performance-driven and employee-centered learning culture. It advocates for learning interventions that are grounded in business needs and that minimize time to performance through relevance, realism, and iteration. The document also lists potential barriers to learning such as generic training programs and lists potential initiatives to overcome these barriers such as inspiration models, project-specific learning, and performance support offerings.

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Learning as it looks tommorow
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2. What to be proud of?
Learning as a differentiater via performance support
 Strategy driven, employee centered
learning culture
 Employees know why they are doing what they
are doing – and how their learnings
contributes and relates to our business now
and in the future
 Interventions has to make sense for the
individual, be grounded in a ”pull” from the
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employee and minimize Time2performance via
realism, relevance and small iterations.
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3. “It's very easy to fool
yourself when you
surround yourself with
people who believe as
you do.”
Seth Godin
"Tell me and I forget.
Teach me and I
remember.
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Involve me and I learn."
Benjamin Franklin
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4. More of…
+ -
Relevance and project specific Generic development processes
development processes and courses
Team learning Invidual dreams cannot be the
startingpoint for learning
processes but an important factor
Test & learn, prototype thinking Time consuming analysing
Allow perpetual beta mindset phases
Short and intense
Manager are OWNER and induce
urgency
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”YOU” are responsible for your
learning
Big Data
Learning agility
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5. Handles to pull
Guidiance for the Performance support
 Performance centric
 Learning agility: Ability to learn ahead of or during the
changes in the market.
 Reduce time to performance
 Increase the impact of the use of direct cost
 Eliminate – ”One size fits all”
 Reduce absorption time for technologies
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 Ensure instant feedback (individuals, projects, BU’s,
business).
 Learning is (always) collective and social
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6. Mountains to climb
Lowering barriers
 Knowing the customer
 Raising the awareness of learning and the link
to performance
 Ensure easy acces to lessons learned –
eg.”Wiki”
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7. Potential initiatives 1:2
 Inspiration for different models of learning in KN- setups
 My own project
 Project specific development
 Manager awareness on how to develop their employees
 Development plan service (building training plans)
 TedTalks
 Where do you get your input from
 How did you solve this problem?
 Where do you get your input from?
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 NewWorkCity
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8. Potential initiatives 2:2
 Performance support, offerings
 Learners
 Simple and experimental oriented change/actionplans
 Learning catalysts (managers)
 Learning structure sponsors
 Visualize and anchorage learning
 All learning projects has to be hooked on something real, it
has to be presented in a specific business context.
 Fast track, smooth, low entry barrier execution of project
specific performance issues
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 Speakers corner
 Virtual speaks from bottom up choosen experts
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