OEB.global Berlin 2019 - L&D needs LSD presentation

L&D needs LSD
Prof. Dr. Anja Schmitz
Pforzheim University of Applied Science
@JansnetSocial
How to use Agile Methodologies to create and support better Learning Strategies and Learning Designs in Organizations
OEB 2019
Jan Foelsing
Learning & NewWork Designer

The
VUCA-World
Organizational Agility
as a strategic response to the VUCA business environment1
Volatility
Uncertainty
Complexity
Ambiguity
Digitalization
Disruption
Customer centricity
(data-based)
(individualization)
Expectations
Consumer Experience
janfoelsing.de / LDframe.com
Lack of alignment between training / L&D and organizational strategy2
Lack of (formal) learning strategy and skills for the digital age3

Meso-Level
Internal Teams
Macro-Level
Organization
Micro-Level
Individual
Environment
Customer & Partner
An integral view on organizational development is needed –
4-Spheres of Development Model in accordance to Network Research / Science

LEARNERNEEDSLEARNINGSOLUTION
NO
LEARNING MODEL
VALIDATED
LEARNING MODEL
Design
Thinking Lean
Startup Agile
(SCRUM)
Empathize
Define
Ideate
Prototype
Test
Experiment
Test
Learn
Plan
Sprint
ReviewRetrospective
LEGO SERIOUS
PLAY
PERSONAS
ACTION
BOARD
LEARNING
EQUALIZER
LEARNING
MAP
LEARNING
CREATION
LEARNING
DESIGN
CANVAS
LEARNING
STRATEGY
CANVAS
Development of Learning Strategies und Learning Designs „the agile way“
STRATEGY
EQUALIZER
STAKEHOLDER
WHEEL
PROTOTYPELEARNING
CARDS
Learning Strategy
& Design Sprint CREATION
BACKLOG
UN-VALIDATED
LEARNING MODEL
Learn agile by using
agile methodologies
Transform yourself before
helping to transform your
oragnization

WHY the … LSD!?

Base Camp
Environment
Check
Client Needs
Discovery
Learning Strategy Learning DesignIntro

What
Control Responsibility
Hierarchy Networks
Plan Experiment
Internal Innovation Open Innovation
(Push) Pipeline Business Platform Economy (Pull)
Secured- / Closed Structures Transparency
Why
Individual Goal Agreement Corporate Success
Discussion about the current organizational frame
Organizational Framework Equalizer

Name
What are regular tasks
of the stakeholder?
„I’m doing mostly…“
Which influence
does the
stakeholder have?
Feelings? Concerns?
„My fields of tension
are…“
What are the pains
of the stakeholder?
What is frustrating?
„I don’t like that…“
What are the gains
of the stakeholder?
What goals to
reach?
„I want to reach…!“
Clients Needs Perspective
Stakeholder-Wheel

Base Camp
Environment
Check
Client Needs
Discovery
Strategy
Definition
Target Picture
Development

Vision Learning 2022 (Learner participation appreciated)

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Base Camp
Environment
Check
Client Needs
Discovery
Strategy
Definition
Target Picture
Development
Learning Design
Preparation
Learner Needs
Discovery

Discussion about the current learning design
Learning Design Equalizer – e.g. Leadership Course 1.0
Formal
Individual
Teaching
Passive - consume
Learning Content - pre-defined
Learning Location - pre-defined
Learning Time - pre-defined
Analog usable
Synchron
Instruction
Informal
Community
Coaching
Active - develop
Learning Content - co-created
Learning Location - self-selectable
Learning Time - flexible, if needed
Digital usable
Asynchron
Experiment

Personas to understand the needs of the learners better

Informal
Community
Coaching
Active - develop
Learning Content - co-created
Learning Location - self-selectable
Learning Time - flexible, if needed
Digital usable
Formal
Individual
Teaching
Passive - consume
Learning Content - pre-defined
Learning Location - pre-defined
Learning Time - pre-defined
Analog usable
AsynchronSynchron
ExperimentInstruction
Discussion about the current learning design
Learning Design Equalizer – e.g. Leadership Course 2.0

Learning Design Cards to support the Learning Design

Base Camp
Environment
Check
Client Needs
Discovery
Strategy
Definition
Target Picture
Development
Learning Design
Preparation
Learner Needs
Discovery
Learning Design
Structure
Learning Design
Process

Learning Design Canvas (Learner participation appreciated)

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Learner Perspective
Needs
Engagement and
Transfer
Learning Delivery
Channels, Room,...
Value for the Learner
Learning Goals
Tasks and Outcomes
for the Learner
Tool Alignment
Content Development
Development and
Implementation Partner
Beispielhafte Ausarbeitung. Wird für jedes Lernsetting individuell erarbeitet
Kick-Off
Meeting
WBT
Townhall
Meeting
Classroom
Training
Performance
Support
Change
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Learning
Design
Map

Base Camp
Environment
Check
Client Needs
Discovery
Strategy
Definition
Target Picture
Development
Learning Design
Preparation
Learner Needs
Discovery
Learning Design
Structure
Learning Design
Process
Prototyping
Testing
Building

Design, Create, Learn, Optimize

Learning Strategy and Design Methodology
Formative Evaluation: initial findings
LDframe agile methodology results in
§ experience-building in agile working methods
§ increased perspective taking (wider spectrum of stakeholders, …)
§ learning strategy co-creation
§ focus shift from: content/process to learner needs (learner centricity)
§ L&D strategy alignment with organizational strategy
§ increase in L&D teams’ maturity level
LDframe agile methodology supports
Walk the talk!
LDframe.com

„Der Learning Strategy Design Workshop
war für uns Gold wert, da er uns mit einem
neuen, externen Blick Ideen und
Möglichkeiten für unsere weitere
Strategieentwicklung gegeben hat!
Das Vorgehen ist klar und strukturiert und
wir haben konkrete Ergebnisse erarbeitet,
die wir jetzt im Team weiter vorantreiben
müssen.
Besonders gefallen hat uns das agile
Vorgehen und die Zusammenarbeit auf
Augenhöhe.
Wir haben im Workshop einen wirklichen
Mehrwert generiert.“
Suat Korkut
Head of Digital Learning
Mercedes Benz Consulting
(Die Referenzkontaktdaten nennen wir Ihnen gerne auf Anfrage.)
Jan Foelsing

Thank you for your
energy!
Prof. Dr. Anja Schmitz
Pforzheim University of Applied Science
Studiendekanin Master in HRM
@JansnetSocial
Jan Foelsing
Learning & NewWork Designer
LDframe.com / janfoelsing.de

References
1 Dove, 2001; Dikert, Paasivaara, & Lassenius, 2016; Hamada & Yozgat, 2017;
Mao & Quan, 2017; Lee, Hong, & Lee, 2016; Saha, Gregar, & Sáha, 2017;
2 Cifalinó & Lisi, 2019; Lengnick-Hall et al., 2009;
3 Schmitz & Niermann, 2019; Seufert et al., 2018;
LDframe.com

Full References
Dikert, K., Paasivaara, M. & Lassenius, C. (2016). Challenges and success factors for large-scale agile transformations: A systematic
literature review. Journal of Systems and Software, 119, 87–108.
Dove, R. (2001). Response ability. The language, structure, and culture of the agile enterprise. New York: J. Wiley.
Goldman, S. L., Nagel, R. N. & Preiss, K. (1995). Agile competitors and virtual organizations. Strategies for enriching the customer.
New York: Wiley.
Hamad, Z & Yozgat, Y. (2017). Does organizational agility affect organizational learning capability? Evidence from commercial
banking. Management Science Letters , 7(8), 407-422.
Lee, J. C., Hong, J. W., & Lee, S. K. (2016). A study on the Influence of Agility of Organizational Operation and Dynamic Business
Model on the Corporate Performance. Indian Journal of Science and Technology, 9, 41.
Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S. & Drake, B. (2009). Strategic human resource management. The evolution of
the field. Human Resource Management Review, 19(2), 64–85.
Mao, Y.,Quan, J. (2017). IT Enabled Organizational Agility and Firm Performance: Evidence from Chinese Firms. Proceedings Wuhan
International Conference on e-Business Summer 5-26-2017.
Saha, N., Gregar, A. & Sáha, P. (2017). Organizational agility and HRM strategy: Do they really enhance firms’ competitiveness?
International Journal of Organizational Leadership, 6(3), 323–334.
Schmitz, A. P. & Niermann, P. (2019). Die Personalentwicklung als Innovationstreiber der digitalen Transformation – wie gelingt die
Implementierung digitaler Lernformate? Personalmagazin, (10), 64-67.
Seufert, S., Guggemos, J., Meier, C. & Helfritz, K. H. (2018). Digitale Kompetenzen von Personalentwicklern. Studie der Universität
St. Gallen, scil und der DGFP.
LDframe.com

OEB.global Berlin 2019 - L&D needs LSD presentation

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