In the webinar we will explored the impact of V.U.C.A. trends on the:
- core function of L&D
- capabilities your L&D team needs
- technologies your L&D team are using
Delivering business transformation - An introduction to PA Consulting GroupMatthew Webb
PA Consulting Group designs and delivers significant change for major organisations around the world.
We have delivered online banking systems, revolutionised energy markets, helped prepare companies for stock exchange launch, developed innovative new crime-busting technology, transformed manufacturing operations, streamlined customer services, and supported the delivery of multi-billion-dollar defence projects. Our contribution often breaks new ground, and we have won many awards for our work. We are a global firm, working from Washington to Copenhagen, Sydney to Baku, and all points in-between.
Towards Maturity & PA Consulting presentationLaura Overton
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
The document promotes the innovationcultures program, an online executive learning series designed to support organizational transformation and foster a culture of innovation. It provides concise summaries and insights into emerging disciplines and practices. Subscribers gain access to webinars, reports, videos and other resources. The program aims to increase awareness of innovation strategies and enable change agents to implement new approaches in their organizations.
The skills gap exists due to several converging factors:
- The changing nature of work and pace of innovation require continuous reskilling and upskilling of workers. Jobs are becoming more technologically advanced and specialized.
- The knowledge economy demands higher levels of STEM skills that are lacking in many current and potential workers. Digital skills are increasingly necessary across many industries.
- Rapid changes in business strategies, markets, and technologies outpace the abilities of many organizations to reskill their existing workforces or find new talent with the needed skills.
- Multiple generations now coexist in the workforce with different skills, and retiring baby boomers will take decades of experience and knowledge with them unless it is properly transferred.
LearningCafe Year End Webinar - Looking back at 2016. What is coming in 2017?LearningCafe
We explore what were the significant trends last year and what can we expect for 2017?
We Discuss:
Business drivers for Learning in 2016. How Learning design and delivery has changed?
Current and future capability of L&D teams and bridging the gaps.
Influences of disruptive business model of Learning.
Top 3 predictions for L&D in 2017.
Embracing Change: Building Performance for Business, Individuals and the L&D ...Laura Overton
See the slides from the launch webinar of the 2015-16 Industry Benchmark Report, delivered by Laura Overton in the Learning and Skills Group Webinar on 5th November, 2015.
Time for Learning & Knowledge Management to Merge?LearningCafe
The document summarizes a panel discussion on merging learning and knowledge management functions. It notes that while learning and KM roles have traditionally been separate, they are increasingly overlapping as both fields adopt practices like content curation and microlearning. The panel discusses how fully integrating learning and KM could help organizations by improving responsiveness, reducing costs and inefficiencies, and creating a better employee experience. However, barriers like separate reporting lines and legacy technologies have prevented greater convergence. The panel argues it is time for organizations to better combine the relative strengths of learning and KM.
The document discusses how organizations can build capabilities in their people to engage employees, grow revenue, and improve efficiency. It specifically discusses how building capabilities in leadership, management skills, customer focus, sales, operations and other areas can help achieve these goals. The document then describes how a company called Latitude provides e-learning content, a learning platform, and advisory services to help organizations develop these capabilities in a cost-effective way using blended learning solutions. It provides details on the types of content, features of the platform, and services Latitude offers to design, implement and measure the impact of learning programs.
Delivering business transformation - An introduction to PA Consulting GroupMatthew Webb
PA Consulting Group designs and delivers significant change for major organisations around the world.
We have delivered online banking systems, revolutionised energy markets, helped prepare companies for stock exchange launch, developed innovative new crime-busting technology, transformed manufacturing operations, streamlined customer services, and supported the delivery of multi-billion-dollar defence projects. Our contribution often breaks new ground, and we have won many awards for our work. We are a global firm, working from Washington to Copenhagen, Sydney to Baku, and all points in-between.
Towards Maturity & PA Consulting presentationLaura Overton
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
The document promotes the innovationcultures program, an online executive learning series designed to support organizational transformation and foster a culture of innovation. It provides concise summaries and insights into emerging disciplines and practices. Subscribers gain access to webinars, reports, videos and other resources. The program aims to increase awareness of innovation strategies and enable change agents to implement new approaches in their organizations.
The skills gap exists due to several converging factors:
- The changing nature of work and pace of innovation require continuous reskilling and upskilling of workers. Jobs are becoming more technologically advanced and specialized.
- The knowledge economy demands higher levels of STEM skills that are lacking in many current and potential workers. Digital skills are increasingly necessary across many industries.
- Rapid changes in business strategies, markets, and technologies outpace the abilities of many organizations to reskill their existing workforces or find new talent with the needed skills.
- Multiple generations now coexist in the workforce with different skills, and retiring baby boomers will take decades of experience and knowledge with them unless it is properly transferred.
LearningCafe Year End Webinar - Looking back at 2016. What is coming in 2017?LearningCafe
We explore what were the significant trends last year and what can we expect for 2017?
We Discuss:
Business drivers for Learning in 2016. How Learning design and delivery has changed?
Current and future capability of L&D teams and bridging the gaps.
Influences of disruptive business model of Learning.
Top 3 predictions for L&D in 2017.
Embracing Change: Building Performance for Business, Individuals and the L&D ...Laura Overton
See the slides from the launch webinar of the 2015-16 Industry Benchmark Report, delivered by Laura Overton in the Learning and Skills Group Webinar on 5th November, 2015.
Time for Learning & Knowledge Management to Merge?LearningCafe
The document summarizes a panel discussion on merging learning and knowledge management functions. It notes that while learning and KM roles have traditionally been separate, they are increasingly overlapping as both fields adopt practices like content curation and microlearning. The panel discusses how fully integrating learning and KM could help organizations by improving responsiveness, reducing costs and inefficiencies, and creating a better employee experience. However, barriers like separate reporting lines and legacy technologies have prevented greater convergence. The panel argues it is time for organizations to better combine the relative strengths of learning and KM.
The document discusses how organizations can build capabilities in their people to engage employees, grow revenue, and improve efficiency. It specifically discusses how building capabilities in leadership, management skills, customer focus, sales, operations and other areas can help achieve these goals. The document then describes how a company called Latitude provides e-learning content, a learning platform, and advisory services to help organizations develop these capabilities in a cost-effective way using blended learning solutions. It provides details on the types of content, features of the platform, and services Latitude offers to design, implement and measure the impact of learning programs.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
Preparing New Leaders for Frontline ManagementCynthia Clay
The document discusses developing frontline leaders. It notes that the transition from employee to manager is challenging and brings new responsibilities. Developing frontline leaders is important because they manage most employees and have significant influence on company performance. However, many organizations do not sufficiently train or develop frontline managers. The document proposes using the NetSpeed Leadership 2 program to develop emerging leaders in areas like self-development, performance management, team performance and organizational impact over the course of a year.
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
The document discusses the need for organizations to adopt a continuous learning approach rather than relying solely on formal training interventions. It argues that continuous learning environments that are available on demand can better support learning retention compared to traditional training models. Examples of building learning environments include using social learning, mobile learning, communities of practice, and embedding learning into regular workflows.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
This document summarizes a webinar discussing how Caterpillar is addressing skills gaps through improved learning content strategies. Caterpillar is developing bite-sized, personalized learning content that can be delivered anywhere, anytime to employees. Content is organized into a single source repository and delivered through multiple channels. Caterpillar's goal is to move towards predictive, personalized learning paths to continuously upskill employees. The webinar discusses how Caterpillar's focus on high-quality, accessible learning content helps close organizational skills gaps and drives long-term capability building.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
Over the years the systematic ADDIE process has proven successful in design and development of learning. However with the Agile approach growing in popularity, ADDIE is being perceived to be too “organised” and “slow” in today’s world of swift change and quick results. Moreover, evidence suggests that the push for Agile has made a relatively small dent on the popularity of ADDIE. Agile is radically different from ADDIE (waterfall approach) and hence demands a different skill and mind set.
In this online discussion we talk to a panel comprising of Agile specialists and Learning Designers.
Prosci Building Organizational Agility WebinarTim Creasey
Prosci's webinar "Building Organizational Agility" - delivered live on Wednesday, Feb 3 11:00 AM EST and Thursday, Feb 4 4:00 PM EST. Register at www.prosci.com/webinars
CONTEMPORARY ISSUES AND FUTURE CHALLENGES AFFECTING CORPORATE STRATEGIC PLANNINGGeway Bajuta Jr.
Contemporary issues and future challenges affecting corporate strategic planning include uncertainty, globalization, dependence on others, the need for innovation, complicated government policies and regulations, rapidly changing technology, increasing complexity, difficulties with supply chains, problems with information overload, and managing diversity. Some of the key challenges are dealing with uncertainty in the global environment, keeping up with the exponential pace of technological change, navigating a complex world with many interconnections, and coping with an overwhelming amount of information.
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
The document discusses the challenges of digital transformation for finance organizations and leadership. It notes that 90% of CEOs believe their companies face disruptive changes due to digital technologies. It also discusses how organizations respond to pressure to innovate, looking at impacts at the individual, team, leadership, and organizational levels. Key levers for change are typically actions by leaders. HR also faces challenges in supporting digital transformation and may need to reinvent processes to build skills for digital leaders.
Putting Learners First in Enterprise TrainingDavid Blake
1. Traditional learning and development methods are struggling to keep up with today's learners and business needs. Most training is still formal and classroom-based, but learners prefer informal learning.
2. To better serve learners, organizations need to shift from controlling learning to empowering learners. They should offer a variety of learning options based on individual needs rather than a one-size-fits-all approach. This will make learning more strategic and motivate learners.
3. Rewiring learning and development infrastructure is needed to reinvent learning for today's learners. Tools are needed to simplify content creation and sharing, speed up finding relevant learning, enable access to learning anywhere, and value both formal and informal learning
This document provides an overview of an agenda for a conference panel on agile frameworks. It lists several popular agile frameworks like Scrum, SAFe, Lean, Kanban, and others. For each framework, it provides a brief description of its characteristics and when it may be a good choice. It also discusses different agile houses or tribes that use variations of these frameworks. Finally, it introduces the panelists who will discuss customer and business drivers of agile adoption.
The 7 most valuable leadership behaviors for leading changeRichard Knaster
The document discusses the 7 most valuable leadership behaviors for leading change: 1) exhibiting a lean-agile mindset, 2) leading the change, 3) knowing the way and emphasizing lifelong learning, 4) developing people, 5) unlocking intrinsic motivation of knowledge workers, 6) decentralizing decision-making, and 7) evolving the role of managers. It provides details on each behavior and emphasizes that leaders must lead change, know how to continuously learn and improve, empower their people, and decentralize decisions whenever possible to successfully transform an organization.
Untitled - a key note
Designed not to freak out 500 Agile believers in Dearborn Michigan, this presentation documents looks at the true principles of the Agile movement and the motivation for the Kanban Method. Identifying it as an alternative path to agility. It asks the audience to stop the pursuit of "doing Agile" and asks them to "start thinking agility".
How to kickstart your learner-centric strategyLaura Overton
How do you help people learn best? By putting them in charge. That’s the thesis of Laura Overton of Towards Maturity and Teresa Rose of E.On Group, who bring together research and experience to demonstrate that a learner-centric approach is not only desirable, it’s a necessity for successful learning at work.
96% of L&D leaders want to increase self-directed learning but we continue to struggle to connect and engage. It's time that L&D worked smarter, to stop blaming their staff for not engaging and to start listening instead.
This practical session will consider how true learning organisations put staff capability at the forefront of their thinking by placing staff at the heart of their strategy. When L&D provide staff with an active voice productivity and engagement flow. Join this interactive panel with Tesco and E.on to find out how to kick start a customer-centric strategy that delivers growth, profit and business transformation:
Challenge your assumptions about how staff really learn
Banish your organisation’s preconceptions about learning
Find out how listening more helps you achieve more
Inject vital evidence to win hearts and minds of managers
Crucial research on the learning voice
If we can’t accurately predict the future, how can we define the capabilities required for the future? Many organisations rely on generic capabilities such as innovation, leadership etc as future capabilities, but do these really provide the cutting edge in a competitive market place.
Our expert panel, share their views and experiences on Future Capabilities and how to make this exercise more robust and effective.
The People Model & Cloud Transformation - Transformation Day Public Sector Lo...Amazon Web Services
The People Model & Cloud Transformation
A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organizations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organization’s gaps among the requisite skills and competencies. Build effective training models. And shape an effective DevOps culture.
Speaker:
Thomas Blood, Enterprise Evangelist, Amazon Web Services.
Kickstarting a corporate university firstdataKieran King
First Data launched a corporate university called MindSpring to address employee development needs identified in an engagement survey. They developed a three-year strategy with five academies and upgraded their learning management system. Initial efforts focused on standardizing processes, developing leadership and skills curricula using existing content, and building out academy structures. Metrics showed improved employee satisfaction with development opportunities. Next steps included expanding mobile learning, blended programs, social capabilities, and a global learning center.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
Preparing New Leaders for Frontline ManagementCynthia Clay
The document discusses developing frontline leaders. It notes that the transition from employee to manager is challenging and brings new responsibilities. Developing frontline leaders is important because they manage most employees and have significant influence on company performance. However, many organizations do not sufficiently train or develop frontline managers. The document proposes using the NetSpeed Leadership 2 program to develop emerging leaders in areas like self-development, performance management, team performance and organizational impact over the course of a year.
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
The document discusses the need for organizations to adopt a continuous learning approach rather than relying solely on formal training interventions. It argues that continuous learning environments that are available on demand can better support learning retention compared to traditional training models. Examples of building learning environments include using social learning, mobile learning, communities of practice, and embedding learning into regular workflows.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
This document summarizes a webinar discussing how Caterpillar is addressing skills gaps through improved learning content strategies. Caterpillar is developing bite-sized, personalized learning content that can be delivered anywhere, anytime to employees. Content is organized into a single source repository and delivered through multiple channels. Caterpillar's goal is to move towards predictive, personalized learning paths to continuously upskill employees. The webinar discusses how Caterpillar's focus on high-quality, accessible learning content helps close organizational skills gaps and drives long-term capability building.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
Over the years the systematic ADDIE process has proven successful in design and development of learning. However with the Agile approach growing in popularity, ADDIE is being perceived to be too “organised” and “slow” in today’s world of swift change and quick results. Moreover, evidence suggests that the push for Agile has made a relatively small dent on the popularity of ADDIE. Agile is radically different from ADDIE (waterfall approach) and hence demands a different skill and mind set.
In this online discussion we talk to a panel comprising of Agile specialists and Learning Designers.
Prosci Building Organizational Agility WebinarTim Creasey
Prosci's webinar "Building Organizational Agility" - delivered live on Wednesday, Feb 3 11:00 AM EST and Thursday, Feb 4 4:00 PM EST. Register at www.prosci.com/webinars
CONTEMPORARY ISSUES AND FUTURE CHALLENGES AFFECTING CORPORATE STRATEGIC PLANNINGGeway Bajuta Jr.
Contemporary issues and future challenges affecting corporate strategic planning include uncertainty, globalization, dependence on others, the need for innovation, complicated government policies and regulations, rapidly changing technology, increasing complexity, difficulties with supply chains, problems with information overload, and managing diversity. Some of the key challenges are dealing with uncertainty in the global environment, keeping up with the exponential pace of technological change, navigating a complex world with many interconnections, and coping with an overwhelming amount of information.
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
The document discusses the challenges of digital transformation for finance organizations and leadership. It notes that 90% of CEOs believe their companies face disruptive changes due to digital technologies. It also discusses how organizations respond to pressure to innovate, looking at impacts at the individual, team, leadership, and organizational levels. Key levers for change are typically actions by leaders. HR also faces challenges in supporting digital transformation and may need to reinvent processes to build skills for digital leaders.
Putting Learners First in Enterprise TrainingDavid Blake
1. Traditional learning and development methods are struggling to keep up with today's learners and business needs. Most training is still formal and classroom-based, but learners prefer informal learning.
2. To better serve learners, organizations need to shift from controlling learning to empowering learners. They should offer a variety of learning options based on individual needs rather than a one-size-fits-all approach. This will make learning more strategic and motivate learners.
3. Rewiring learning and development infrastructure is needed to reinvent learning for today's learners. Tools are needed to simplify content creation and sharing, speed up finding relevant learning, enable access to learning anywhere, and value both formal and informal learning
This document provides an overview of an agenda for a conference panel on agile frameworks. It lists several popular agile frameworks like Scrum, SAFe, Lean, Kanban, and others. For each framework, it provides a brief description of its characteristics and when it may be a good choice. It also discusses different agile houses or tribes that use variations of these frameworks. Finally, it introduces the panelists who will discuss customer and business drivers of agile adoption.
The 7 most valuable leadership behaviors for leading changeRichard Knaster
The document discusses the 7 most valuable leadership behaviors for leading change: 1) exhibiting a lean-agile mindset, 2) leading the change, 3) knowing the way and emphasizing lifelong learning, 4) developing people, 5) unlocking intrinsic motivation of knowledge workers, 6) decentralizing decision-making, and 7) evolving the role of managers. It provides details on each behavior and emphasizes that leaders must lead change, know how to continuously learn and improve, empower their people, and decentralize decisions whenever possible to successfully transform an organization.
Untitled - a key note
Designed not to freak out 500 Agile believers in Dearborn Michigan, this presentation documents looks at the true principles of the Agile movement and the motivation for the Kanban Method. Identifying it as an alternative path to agility. It asks the audience to stop the pursuit of "doing Agile" and asks them to "start thinking agility".
How to kickstart your learner-centric strategyLaura Overton
How do you help people learn best? By putting them in charge. That’s the thesis of Laura Overton of Towards Maturity and Teresa Rose of E.On Group, who bring together research and experience to demonstrate that a learner-centric approach is not only desirable, it’s a necessity for successful learning at work.
96% of L&D leaders want to increase self-directed learning but we continue to struggle to connect and engage. It's time that L&D worked smarter, to stop blaming their staff for not engaging and to start listening instead.
This practical session will consider how true learning organisations put staff capability at the forefront of their thinking by placing staff at the heart of their strategy. When L&D provide staff with an active voice productivity and engagement flow. Join this interactive panel with Tesco and E.on to find out how to kick start a customer-centric strategy that delivers growth, profit and business transformation:
Challenge your assumptions about how staff really learn
Banish your organisation’s preconceptions about learning
Find out how listening more helps you achieve more
Inject vital evidence to win hearts and minds of managers
Crucial research on the learning voice
If we can’t accurately predict the future, how can we define the capabilities required for the future? Many organisations rely on generic capabilities such as innovation, leadership etc as future capabilities, but do these really provide the cutting edge in a competitive market place.
Our expert panel, share their views and experiences on Future Capabilities and how to make this exercise more robust and effective.
The People Model & Cloud Transformation - Transformation Day Public Sector Lo...Amazon Web Services
The People Model & Cloud Transformation
A successful cloud-transformation journey incorporates three pillars: people, process, and technology. Far too often, organizations focus on process improvements and technology implementation, but ignore the human aspect. Many leaders acknowledge that the first two are easy to modify, while influencing culture is more difficult. This session covers best-practice methods meant to empower customers to address this challenge. Learn about roles and responsibilities germane to the transition and post-cloud adoption phase. Assess your organization’s gaps among the requisite skills and competencies. Build effective training models. And shape an effective DevOps culture.
Speaker:
Thomas Blood, Enterprise Evangelist, Amazon Web Services.
Kickstarting a corporate university firstdataKieran King
First Data launched a corporate university called MindSpring to address employee development needs identified in an engagement survey. They developed a three-year strategy with five academies and upgraded their learning management system. Initial efforts focused on standardizing processes, developing leadership and skills curricula using existing content, and building out academy structures. Metrics showed improved employee satisfaction with development opportunities. Next steps included expanding mobile learning, blended programs, social capabilities, and a global learning center.
This document summarizes Skillsoft's cloud-based learning solutions for organizations. It outlines that Skillsoft helps organizations build learning cultures to improve employee performance and business outcomes. Skillsoft provides comprehensive online content and tools to deliver targeted learning across devices. It partners with organizations to develop customized learning strategies and tracks learning impact and ROI. Skillsoft has over 6,000 customers and supports 19 million learners globally with its expertise and experience in online learning.
KEYNOTE TALK
What does it take to innovate quickly? I’ll address how blockers to innovation – including culture, skills, antiquated processes, and board level concerns – can stand in the way of business agility. We’ll map out a pathway to digital transformation including new metrics for success, integrating real-world best practices from enterprises, and the most effective organizational patterns, as we integrate the business with development and operations.
Since inception in Feb 2010, Sixth Dimension Learning (SDL) has trained thousands professionals in Canada. We offer education of outstanding quality in the field of Project Management, Business Analysis, Business Analysis Modeling, ITIL, Six Sigma Green Belt, and various other management / technology related subjects. Many of these courses lead to professional certifications that are highly valued by the industry. Apart from training individuals, we also offer corporate training. Training is our profession, but we do it with a lot of fervor and passion, which clearly separates us from many. Also we train in small groups to ensure highest levels of knowledge transfer. We believe for effective knowledge transfer the optimal student-teacher ratio should be around 6 to 8.
LearningCafe Year End Omnibus Webinar 2018LearningCafe
The document provides an overview of the LearningCafe Year End Omnibus Webinar 2018 that took place on December 28th, 2018 from 12:30-2 PM in Sydney. It lists ways for participants to engage in the webinar through a Q&A box, Twitter backchannel, and provides information on the experienced panel that will discuss knowledge sharing, better practices, and leadership. The webinar aimed to provide a community of professionals focused on implementing organizational learning ideas.
The document proposes an operating model for Deloitte Analytics Institute with the following key elements:
1) Knowledge management - Developing a knowledge repository accessible globally for skills, tools, methodologies, solutions and case studies.
2) Thought and innovation - Encouraging creative and innovative thinking among employees and collaborating with academic institutions.
3) Targeted sales support - Proactively supporting client partners to identify and pursue sales opportunities.
4) Competition and vendors - Monitoring competitors and strengthening vendor partnerships to increase opportunities.
5) Communication - Establishing consistent communication formats and channels both internally and externally.
The People Model and Cloud Transformation | AWS Public Sector Summit 2016Amazon Web Services
The document discusses the importance of people in cloud transformations. It notes that initiatives often fail due to people-related issues rather than strategic or execution flaws. The University of Maryland case study highlights how establishing a Cloud Center of Excellence and focusing on skills, roles, and organizational change enabled their successful cloud adoption. DevSecOps is discussed as an approach that leverages people, process, and technology to speed up the software development lifecycle through practices like continuous integration, delivery, and deployment as well as automated testing and monitoring.
This document provides an overview and index of training courses offered by IndigoCube Academy related to agile methodologies, DevOps, continuous delivery, and business analysis. The courses cover topics such as agile fundamentals, scaled agile framework (SAFe), disciplined agile, agile testing, DevOps, and business agility acceleration. The training is delivered through interactive workshops and hands-on engineering classes to provide experience with modern practices.
Workflow technology: Managing roles and staff resources better to meet your s...Associations Network
Kim Ansell, Consultant Professional Associations of K2 Consulting 7 Roger Greenhalgh, Strategic ICT and Organisational Leadership Advocate of Jisc present on: Understanding what you want technology to do now and in the future for your association; Ensuring that your project is business driven; How to structure your team from board level to operations; Does size matter or influence what you need to do?
Certified Management profession with experience in Management, Services, Operations, Development and Implementation of commercial applications (Banking, Retail, and Insurance).
Csharptek tries to excel in delivering Microsoft teams services as we ensure seamless collaboration and communication. Our expertise encompasses setup, customization, and training for leveraging teams' capabilities in enhancing teamwork, productivity, and remote collaboration. benefit from our solutions for efficient meetings, file sharing, and improved connectivity across your organization.
ADV Slides: Organizational Change Management in Becoming an Analytic Organiza...DATAVERSITY
The disparity between expecting change and managing it – the “change gap” – is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive.
Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap.
The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril, because the “soft stuff” is truly hard. In this webinar, William McKnight will outline:
• The change readiness activities that focus on identifying and addressing people risks
• The tasks that will mobilize and align leaders to create outstanding business value
• The strategies to manage stakeholders, ensure change readiness, and address the organizational implications
• The methodologies to train the workforce as required to fully embrace and utilize the system
Developing a Modernization Strategy: Evaluating the Options by Chris KoppeFresche Solutions
Chris Koppe, VP of Corporate Strategy at Fresche Legacy presented Developing a Modernization Strategy: Evaluating the Options during iBelieve 2015.
This presentation covers:
- Modernization strategies
- Establishing goals and objectives
- Strategy definition
- Planning
- Getting funding and support
In this session presented at Tools4AgileTeams 2-12-2021, we discussed some necessary building blocks to make the critical changes associated with an agile transformation helping to de-risk the organization's agile journey.
Douglas Menefee discusses enabling a new IT organization through cloud adoption. He advocates reframing cloud strategy discussions as business leadership opportunities. Leaders must embrace their company's mission and business objectives. They should drive change through transparent conversations with stakeholders across the organization. Leaders also focus on developing new skills in their staff and letting go of outdated ways of thinking to drive innovation.
Microsoft x 2toLead Webinar Session 2 - How Employee Learning and Development...2toLead Limited
This document discusses how employee learning and development is changing with the use of AI tools like Copilot. It finds that most employees wish they had more time for professional learning and development. Copilot and AI can help by providing personalized learning recommendations, automatically curating relevant content, and helping measure the impact of learning on productivity. The document outlines how Microsoft Viva apps like Learning, Connections, Insights can help drive Copilot adoption, measure its effectiveness, and support learning in the flow of work.
Similar to Rethinking learning for a volatile and uncertain future (20)
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
2. We will explore the impact of V.U.C.A. trends on the:
● core function of L&D
● capabilities your L&D team needs
● technologies your L&D team can enable your L&D for V.U.C.A.
3. What we do
Optimise Learning
Ecosystems
• BUD Alignment Workshop
• Business Case Devp
• Current State Review
• Strategy & Roadmaps
• Technology Selection
• Integration with Talent &
HR systems
“We help organisations
optimise learning services
and products by
architecting a ecosystem
that is business focused,
customer centric and cost
effective.”
Support Innovate
Getting Ready for the
Future of Work
• Artificial Intelligence/
Machine Learning
• Voice Recognition
• Location Based
Learning
• Blockchain
Transform
Help embed
transformative practices
• Learning Portals
• Merging Knowledge
Management &
Learning
• xAPI/TinCan
Architecture
• AR/VR
• Collaborative & Social
Learning
• Learning Analytics.
4. Budget $
L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
Visualising the Learning Ecosystem Stack
5. Team
5
David
Hegarty
Jeevan
Joshi
Robin
Petterd
Experience in Learning &
Performance
25 years + 25 years + 20 years +
Recent Projects • Location based
Learning App
• Learning Strategy –
Bank
• Developed online PD
program for English
teachers
• LMS Selection using
Agile
• Future Capabilities
Design – Bank
• L&D & Tech Strategy –
Media
• Development of next
gen learning platform
• Government learning
programs reform
• Transforming patents
training across A&NZ
Commercial Experience General Manager - Cadre Founder – LearningCafe &
CapabilityCafe
CEO – Sprout Labs
Education Master of Environmental
Science
Master of Tech (Biotech) Ph.D Interactive Digital
Media
6. Send your chat messages to
“Everyone”
Names of participants, host and
presenter
11. Volatile
Ambiguous
Complex
UncertainV.U.C.A
Because of iPhone the
sales of Blackberries
collapsed in two years’
time.
Vinyl records, believed
to have died a long time
ago, can have a sudden
revival.
Today’s programmatic
advertising is a complex
bidding systems to get the
right advertisement on the
right screen of the right
person.
Is milk good or bad for
you?
12. Volatile
Ambiguous
Complex
Uncertain
V.U.C.
A
Will the year long training
program to increase project
management capability will need
to change as the company has
adopted Agile ?
Is it a good time to
develop a course for
Behavioural aspects of
safety as the company is
being merged ?
Learners are using learning
resources from a wide
variety of sources.
Managers are
responsible for team
development.
Managers are
overloaded
13. "L&D's core purpose remains the same - to
enable employees to grow and develop their
capabilities to meet the organization's
vision, mission and strategic imperatives,"
Richard Lowe, Director of Hewlett Rand,
14. V.U.C.A is creating stress points for L&D
Uncertainty
Budget cuts and
increases
Staffing freeze
Complexity
Integration with
other systems
Cybersecurity
risks results in
IT lockdown
Ambiguous
Can Agile be applied
to all projects ?
Is soft skils or
coding more
important ?
Volatility
Learning Needs
change frequently
Learning content
changes more
frequently
15. Preparing for V.U.C.A
2
Plan for every
growth mode
4
Experiment and
take risks
1
Respond rapidly
3
Include a scalable
capability
5
Move
simultaneously
6
Learn fast
Decreased turnaround
time for developing
Learning by 20%
Solution being developed
for 100 can be deployed
for 1000 with little
additional effort
Commence work on
multiple projects
Annual training plan should
cater for growth and
contraction scenarios
Pilot new or more effective
formats for workshops.
Continuous rapid learning
especially in new knowledge
domains
17. Budget $
L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
Optimising the Learning Ecosystem for V.U.C.A
18. L&D Capability
Capability
Performance
Strategy
Business Outcomes $ +
Enablers
Solution
Business
Organisations to prepare
for the future now
Identify and prepare for
capabilities required in
the future. e.g
cybersecurity
Business Cycles are shrinking
Learning Requirement Plans
should be revisited every 6
months (half yearly) and in
some cases every 3 months
(Quarterly)
Strategy may need to pivot to
to accommodate a new
competitor
Position Learning
infrastructure to support
rapid changes to strategy
Strategy is changing faster
and catering for multiple
scenarios
Align Learning Plans to
cater for multiple business
scenarios.
Optimising the Learning Ecosystem for V.U.C.A
19. L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Learning & Performance
EcosystemEnablers
Solution
Business
Learning design methods
to accommodate rapid
changes to content and
outcomes
Optimising the Learning Ecosystem for V.U.C.A
New product development
is using being designed
using Agile
Learners able to access
learning and knowledge
easily e.g mobile learning
New product development
is using being designed
using Agile
20. Ideas for improving Learning for V.U.C.A
Methods
e.g Agile, ADDIE, 70:20:10. I.D
Types of Learning
Classroom, Blended, Social etc
Supporting Performance
Tying Learning to business outcomes.
User/Learner Experience
Interface Design, Access
21. Budget $
L&D Capability
Technology
Learning & Performance
EcosystemEnablers
Solution
Business
Optimising the Learning Ecosystem for V.U.C.A
Should L&D ready to
reduce costs when
profits drop ?
Company profitability and
performance varies
23. L&D Capability
Learning & Performance
Ecosystem
Designing working
for learning
Business
acumen
Agility
Capability for V.C.U.A Ecosystem Stack
Digital mindset
26. What is an agile mindset?
Individuals and interactions over processes and tools
Performance improvement over delivery
Collaboration over planning
Responding to change over following a plan
Based on the agile values from the agile manifesto
30. Digital is more than just putting
‘content or communication
online’
31. Designing systems
that are based on
data and rules
Being able to take
risks with new
approaches
Being able to choose
the appropriate
technologies
e.g consumer tech not
corporate tech
37. Startups often create V.U.C.A for existing
enterprises
The purpose of a startup is to learn
● learn what customers need
● learn what are the best ways to meet those needs -
often with new technologies
38. Imagine a tech startup. What would be some of the features of their
learning eco-system?
40. V.U.C.A - The same… but different?
"L&D's core purpose remains the same - to
enable employees to grow and develop their
capabilities to meet the organization's
vision, mission and strategic imperatives."
Richard Lowe, director of Hewlett Rand,
“In 3 years we could grow from 2000 to
10,000... or we might be 500- we just
don’t know”
A services business 2K staff with a very stable product offer
and no serious competition.
V.U.C.A is NOT the same as change…
Think big but think quick- why L&D can’t just be ‘responsive’
41. Technology, V.U.C.A - L&D
The ‘Iceberg’ technologies – what’s ‘frozen’ in the fluid V.U.C.A. world?
LMS
Intranet
Manuals/Guides
Annual Review
Compliance
Induction
42. 2
Plan for every
growth mode
4
Experiment and
take risks
1
Respond rapidly
3
Include a scalable
capability
5
Move
simultaneously
6
Learn fast
Decreased turnaround
time for developing
Learning by 20%
Solution being developed
for 100 can be deployed
for 1000 with little
additional effort
Commence work on
multiple projects
Annual training plan should
cater for growth and
contraction scenarios
Pilot new or more effective
formats for workshops.
Continuous rapid learning
especially in new knowledge
domains
Recap - Preparing for V.U.C.A. - L&D
44. The Learning Technology Strategy
Aligning L&D strategy with business strategy is key to success. Those
companies that are doing it reap the rewards:
● 13x more likely to report increased revenue
9x more likely to report increased productivity
5x more likely to report improved customer satisfaction as a benefit
50% more likely to have noticed positive changes in staff behaviour
Copyright Towards Maturity CIC, 2016 London.
45. Budget $
L&D Capability
Technology
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
The Learning Ecosystem Stack
46. Budget $
L&D Capability
Audience/ User Experience
Design
Solutions – Learning, Knowledge, Skills
Capability
Performance
Strategy
Business Outcomes $ +
Learning & Performance
EcosystemEnablers
Solution
Business
The Learning Ecosystem Stack
Technology
47. The driving technologies Enabling Applications?
Social
Mobility
Analytics
Cloud
Internet of Things
Automation
Robotics
V.U.C.A. Scenarios?
Technology
Technology, V.U.C.A - L&D
48. The driving technologies V.U.C.A L&D Challenges?
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 1
● Transparency
● Buy don’t build
● Capture/share
● Freelancer > AU
● Fit for purpose
The ‘Gig Economy’
By 2020, 40% of total US workforce
will be contingent workers or
independent contractors.
Intuit 2020 reportTechnology
Technology, V.U.C.A - L&D
49. The driving technologies V.U.C.A Enablers?
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 1
The ‘Gig Economy’
By 2020, 40% of total US workforce
will be contingent workers or
independent contractors.
Intuit 2020 reportTechnology
● Transparency
● Buy don’t build
● Capture/share
● Freelancer > AU
● Management
● Cloud
● TWM
● Micro-credentialing
● Social Platforms
● Mobility
Technology, V.U.C.A - L&D
50. The driving technologies
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 2
Climate Change
Extreme weather events causing
emergency services call centre
overload & high stress levels for
staff.
Technology
V.U.C.A L&D Challenges?
● Overload
● Stress
● Scale
● Risk
Technology, V.U.C.A - L&D
51. The driving technologies
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 2
Climate Change
Extreme weather events causing
emergency services call centre
overload & high stress levels for
staff.
Technology
● AI
● Analytics (Integrate)
● Mobility
● IoT
V.U.C.A Enablers?
● Overload
● Stress
● Scale
● Risk
Technology, V.U.C.A - L&D
52. ● Core function of L&D - remains but faces huge challenges in the
V.U.C.A environment
● Capabilities your L&D team needs – new skills, new agile ways of
working and new tools
● Technologies your L&D team can enable your L&D for V.U.C.A–
the same tools that are underpinning V.U.C.A can be enablers for
both learners and the new ways of working for L&D
Takeaways, V.U.C.A - L&D
53. LearnD V.U.C.A aligned offer
BUD (Business, UX, Design)
Alignment Workshops
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach
54. LearnD V.U.C.A aligned offer
Learning Portals
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach
55. Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Traditional selection and
review processes are linear
and result in a long list of
requirements that don’t
accurately reflect actual
future needs and result is
inappropriate selection.
Solution
Recognise most technology
platforms are commoditised
and hence:
Use “on the ground”
business requirements to
prioritise
Build Minimal Viable Product
so that stakeholders can
“touch and feel” the solution
and hence identify true
requirements.
Employ “use case” and
“customer journeys” to
recognise user needs.
BestFor
Projects with significant
Business Impact
Risk Involved– design/
audience/ technology
New product design
When business need to be
challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach
LearnD V.U.C.A aligned offer
Technology Selection & Review
58. Technology, V.U.C.A - L&D
The driving technologies Enabling Applications?
Social
Mobility
Analytics
Cloud
Internet of Things
AI
Robotics
V.U.C.A. Scenario 3
“The Patient Will See You Now”
The future of ‘bottom-up’ medicine in which
digitally empowered patients participate in
and take charge of their own health and
care.
EY Report
Technology
59. Learning Portal to Drive
Organisational Agility
• Healthcare services had a
decentralized function and business
units had different dynamics.
• Variable internet connectivity was
the elephant in the room.
• IT has strict requirements
• Business were keen for a solution
that would provide for on the road
workforce i.e. home care
• Cost of Learning service delivery had
to be kept low.
Context
Media company facing
increasing completion
needed to be nimble.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.
62. Learning Portal to Drive
Organisational Agility
• Healthcare services had a
decentralized function and business
units had different dynamics.
• Variable internet connectivity was
the elephant in the room.
• IT has strict requirements
• Business were keen for a solution
that would provide for on the road
workforce i.e. home care
• Cost of Learning service delivery had
to be kept low.
Context
Media company facing
increasing completion
needed to be nimble.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.
65. Learning Portal to Drive
Organisational Agility
• Healthcare services had a
decentralized function and business
units had different dynamics.
• Variable internet connectivity was
the elephant in the room.
• IT has strict requirements
• Business were keen for a solution
that would provide for on the road
workforce i.e. home care
• Cost of Learning service delivery had
to be kept low.
Context
Media company facing
increasing completion
needed to be nimble.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.
67. xAPI /AI – Predictive AI in Child Services
• Pre-start induction is a blend of
online and F2F designed to help
potential new employees decided
whether the role is the right fit.
• xAPI data is collected from the
learning experiences.
• A machine learning system analyses
the data, and can then predicts who
might not be the right fit.
Context
New hires in child
protection
In this sector, extensive
training & testing prior to
start.
How to automate using AI?
Outcomes
68. xAPI /AI – Predictive Algorithm
• Pre-start induction is a blend of
online and F2F designed to help
potential new employees decided
whether the role is the right fit.
• xAPI data is collected from the
learning experiences.
• A machine learning system analyses
the data, and can then predicts who
might not be the right fit.
Context
New hires in child
protection
In this sector, extensive
training & testing prior to
start.
How to automate using AI?
Outcomes
Efficient, flexible data
capture/store.
Effective machine learning
algorithm predicts success.
70. Tech Layer of the Ecosystem - Current
70
Engineering
Inst of Australia
CPD
UNSW
Engineering
LMS
Classroom
Courses
Sharepoint
Dineto
71. Tech Layer of the Ecosystem - Future
71
Engineering
Inst of Australia
CPD
UNSW
Engineering
Cybersecurity
Assoc of
Australia
Coursera/E
dX
Meetups
Hacker
Conventions
LMS
Sharepoint
Classroom
Courses
Yammer
Best
Practice
API
Hacking
Sims
YouTube
Blogs
Curated
Content
$
$
$
$
$
72. LMS Selection the Agile Way
• Decentralized function and
business units had different
dynamics.
• Variable internet connectivity
was the elephant in the room.
IT has strict requirements
• Provide for on the road
workforce i.e. home care
• Cost of Learning service delivery
had to be kept low.
Healthcare services
provider with a diverse
workforce and variable
technology availability
wanted to use LMS as
business tool.
Outcomes
Prioritised and moderated
requirements as different
stakeholders were involved.
Touching and feeling the
prototype/ MVP identified
opportunities and barriers.
73. LMS Selection & review – The Agile Way
Minimal
Viable
Product
(MVP)/
Prototype
Requirements
Organisational
Strategy
Business
Requirements
Technology &
Capability
Requirements
Use Case
Based RFP
Document
Personas
Customer
Journeys
Simulate LMS
Use
Prioritise -
Planning Poker
74. Pre start Caring for at-risk children
• Pre-start induction is a blend of
online and F2F designed to help
potential new employees decided
whether the role is the right fit
• xAPI data is collected from the
learning experiences
• A machine learning system analyses
the data, and can then predicts who
might not be the right fit
Context
Outcomes
76. BUD (Business, UX, Design)
Alignment Workshops
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach
77. Learning Portals
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Complexity makes it
difficult to design and
deliver a solution with
conflicting needs,
Resulting in
compromised, and
costlier solutions do
not deliver business
results.
Solution
Create a strong
foundation for project
Robust and inclusive
needs analysis driven
by business and
learner needs.
Build consensus for
the solution design.
Identify “what success
looks like”
BestFor
Projects with
significant Business
Impact
Risk Involved– design/
audience/ technology
New product design
When business need
to be challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach
78. Technology Selection & Review
Activities/Deliverables
• Needs analysis aligned with
business and costs.
• Cross Functional Co Design
• BUD Alignment Doc
Problem
Traditional selection and
review processes are linear
and result in a long list of
requirements that don’t
accurately reflect actual
future needs and result is
inappropriate selection.
Solution
Recognise most technology
platforms are commoditised
and hence:
Use “on the ground”
business requirements to
prioritise
Build Minimal Viable Product
so that stakeholders can
“touch and feel” the solution
and hence identify true
requirements.
Employ “use case” and
“customer journeys” to
recognise user needs.
BestFor
Projects with significant
Business Impact
Risk Involved– design/
audience/ technology
New product design
When business need to be
challenged
Methods and Time
• 2 weeks
• Solution Needs Analysis
workshop
• Agile Approach