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Time for Learning & Knowledge Management to Merge?
1. Thurs, 2nd Feb 2017, 12-1 PM, Sydney
Ways to participate:
• Q&A Box - comment, whinge & opinions
• Twitter Backchannel - @lrncafe #KnowledgeManagement
Knowledge
Sharing
Better Practices
Experienced
Panel
Time for Learning & Knowledge
Management to Merge?
2. Introductions
AbbVie
Accenture
AITD
ANZ
Australian institute of
management
BAE Systems
Bank Australia
Bendigo and Adelaide Bank
BNZ
Bupa
Capgemini
CBA
CCA
Cerner
Churches of Christ in
Queensland
DeakinPrime
DEDJTR
Department of Education and
Training
Emmersive Infotech
Ericsson
Fairfax Media
Finders University
Gallup
Generation Knowledge
Consulting
HR Consulting
IAG
IMC
Insurance Australia Group
Latitude Financial Services
LLN In-Sight
NAB
NATA
NCC
Nous group
Office of State Revenue
Partners in Performance
Presence of IT
Primary Health Care
Qantas
QBE
Relationships Australia
Rio Tinto
Scentia
Shine Lawyers
Sleddogg
Sprout Labs
Sydney Water
The Australian Institute of
Management
The Collective Within
The eLearning eXperts
The University of Sydney
Toyota
University of Sydney
WBC
Westpac
Woolworths
Yarno
YourTutor
Registrations90+
Lyn Murnane
Knowledge Services Design
Consultant
Bupa Aus & NZ
50+ Organisations
2
Jeevan Joshi
Producer & Founder
LearningCafe & CapabilityCafé
Rob Wilkins
Leader – Information Management
NSW Department of Education
4. 16
Mar
23
Feb
09
Mar
SYD
Fusion : Learning + Knowledge + Capability
23
Mar
SYD
Workshop
Practical Application for
Learning Design & Devp
Facilitated by Scrum
Master. Next Gen Skill
Has been run for a
leadingbank
Few seats left
Panel of KM +Cap Mgt +
Learning Experts
Next stage of evolution
for L&D
Raising the Workforce Digital Capability
High Priority for
Workforce
Panel with Hands On
Experience share better
practices and challenges
Next Gen L&D skill
Delivered for a big bank
L&D team
Hands on with lots case
study andtech
www.learningcafe.com.au/events
http://bit.ly/ccafemar17
Immersive Workshop
Agile for Learning
Immersive Workshop
Content Curation for Learning
http://bit.ly/lcwshop1
http://bit.ly/lcwshop1
6. 6
64% say they build
both KM + Learning
solutions
Only 43% are
integrating the
functions
BUT
7. 7
93 – 97 % feel there is
partial overlap.
So why do we have
different functions and
titles. Different
conferences and
professions?
8. 8
L&D & KM folks are
excited about
Content Curation
Microlearning
Personalised
knowledge etc.
Only because
Learning & KM
have not
converged
LMS KM Systems
LMS + Content
Curation +
Micro learning
+
KM +Content
Curation +
Micro learning
+
LMS + Content Curation + Micro learning
11. 11
Combination should
use the relative
strengths of both
functions.Business
Interface
Employee
Experience
Foundational Framework
Measurement
Analysis Design Implement
Formal
Learning
Structured
Knowledge
Informal
KM L&D Both
12. 12
Barriers
Siloed across different
reporting lines i.e.
L&D -> HR
KM -> Business/ Ops
Legacy technology
stacks. KM & Learning
vendors are
incrementing.
Skills/mindsets are very
different. L&D is more
art, KM is more science
KM L&D
it is time
KM and Learning
merge
13. Current Model of L&D Professional Development
13
Business
Partnership
Project
Management
L&D Theory
Analysis
Design
Development
Implementation
Evaluation
Digital Acumen
14. Professional Development Framework
for the Next Gen L&D - Where do I start?
14
Business
Partnership
Project
Management
L&D Theory
Analysis
Design
Development
Implementation
Evaluation
Digital&BusinessAcumen
ConsultingApproach
KnowledgeManagement
Agile&DesignThinking
Emerging
Tech
Industry
Knowledge
Start Up/
Entrepreneurship
Workforce/HR
Trends
Emerging Research in Management
Knowledge &
Content
Highest Priority
Lowest Priority
Recommended for 2017
15. If you want more that talk today – Join Ideas@Work
ideasatwork.com.au/contact
Collaborative explorations in innovative Learning
by Australian organisations facilitated by LearningCafe
TinCan/xAPIMOOCs
17. I am not a risk taker!
• Knowledge Manager - ≈ 10 years
• Training / Learning - ≈ 10 years
• Social Media Curator
• (once I was an apprentice fitter & turner!)
Lyn Murnane
Knowledge Services Consultant
18. 90 seconds of theory
http://www.dubberly.com/articles/design-as-learning.html
SECI cycle
Nonaka,
Takeuchi, 1995.
21. Some data • The average office worker spends 28 hours a week –
or nearly 1500 hours a year - writing emails,
searching for information and attempting to
"collaborate" internally, according to a new report.
• A 2012 global report by McKinsey Global Institute,
the research arm of management consultancy
McKinsey & Company, argues wide adoption of
social media technologies by businesses could cut
down some of the time-wasting involved in emailing
and improve worker productivity by 20 to 25 per cent.
• http://www.smh.com.au/it-pro/business-it/workers-spend-61-per-cent-of-their-day-lost-in-email-and-information-
20120730-23957.html
• 19.8 per cent of business time – the equivalent of one
day per working week – is wasted by employees
searching for information to do their job effectively,
according to research released today by Interact.
• http://www.it-analysis.com/services/outsourcing/news_release.php?rel=38149
• And sometimes I do remember to reference!
22. Example 1
• Training – new starters
• $12.5Keach / 30% turnover
• Staff Help Desks
• 20,000 calls to 2 helpdesks.
• Staff – 12 pp
• Call Handling Time ↑
• Ex Gratia Payments
• Learning Costs
• Content updates are often big
projects that are undertaken only
when budgets and / or projects allow
• (this is my experience!)
• Knowledge Services
• Managed content that is
intended to be audited, up to
date, credible, trusted
• Reduce need for staff help desks
as information is findable /
available
• Reduced staff costs ( 6 pp)
• All Handling Time - The Pilot
Program statistics demonstrated
a reduction of 6.3% in Call
Handling Time.
• Feedback actioned
• Transparency
• User buy in
23. Example 2
• Global Organisation
• 28 countries
• Training provided to SMEs in each
country
• (was F2F)
• KB sold as matching tool
• Confused about how / why
• Visibility of content
• Issues with accessibility & control of
information
• Search
• How to return relevant results from so
much content
• Navigation
• Where to find the content
http://www.marksanborn.com/wp-content/uploads/2014/01/challenge.jpg
29. That is why the connectedness of
individuals is the facilitation of the
future.....
“Instead of the individual having to
evaluate and process every bit of
information, she/he creates a personal
network of trusted nodes: people and
content, enhanced by technology. The
act of knowledge is offloaded onto the
network itself.”
George Siemens, Knowing Knowledge
30. Stop calling it learning .....
Today’s knowledge work environment screams out for a never-ending
process of applying learning while working, not apart from it, predicated
on:
• learning what you need to know, when you need to know it
• reinforcing the lesson by applying that knowledge immediately
• knowing where to find relevant information in lieu of memorizing it
• learning from your peers and on your own rather than from instructors
following a set curriculum.
35. Next Steps
Join Special
Interest
Community
Attend Workshops
Attend
UnConference
Melbourne
Brisbane
LearningCafe
LinkedIn Subgroup
Register interest
www.learningcafe.com.au
Register interest
www.learningcafe.com.au
Or send us an email - enquiry@learningcafe.com.au
35
Editor's Notes
Nonaka postulates four modes of “knowledge conversion that are created when tacit and explicit knowledge interact.”
Socialization (tacit to tacit) “is the process of converting new tacit knowledge through shared experiences in day-to-day social interaction.”
Externalization (tacit to explicit) is a process whereby “tacit knowledge is articulated into explicit knowledge…so that it can be shared by others to become the basis of new knowledge.”
Combination (explicit to explicit) is a process whereby “explicit knowledge is collected from inside or outside the organization and then combined, edited, or processed to form more complex and systematic explicit knowledge…The new explicit knowledge is then disseminated among the members of the organization.”
Internalization (explicit to tacit) is a process whereby “explicit knowledge created and shared throughout an organization is then converted into tacit knowledge by individuals…This stage can be understood as praxis, where knowledge is applied and used in practical situations and becomes the base for new routines.”
Credence to the fact that learning is not always sufficient
Lessons Learnt - self-paced workbook didn’t work well for call centre / retail environment