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When worlds collide - leveraging learning content as brand experience
The document discusses leveraging learning content as a brand experience to enhance knowledge transfer and employee effectiveness. It showcases the World Bank and Unison's initiatives in promoting knowledge-sharing cultures and improving operational effectiveness through community practices. Additionally, it highlights the transformative role of content marketing in organizations, advocating for a strategic approach to internal and external knowledge transfer.
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When worlds collide - leveraging learning content as brand experience
- 1. When worlds collide- leveraging learning content as brand experience Caroline Freeman, Head of Learning Design Sophie Costin, Learning Designer brightwave.co.uk
- 2. How can weleverage learning content as a brand experience?
- 3. Knowledge transfer The system bywhich knowledge can be accessed across an organisation in an appropriate and timely way.
- 4. • New staffbecome effective more quickly • Lessons learnt won’t get lost from one project to the next • Quicker resolution of problems/issues • Greater understanding by staff making them more effective in their roles • Makes use of all your organisation’s subject matter experts What are the benefits?
- 5. "If Siemens onlyknew what Siemens knows“ -MAKE awards, 2003
- 6. The World Bank TheWorld Bank wanted to promote a knowledge sharing culture in order to increase employee effectiveness and efficiency across the organisation.
- 7. • Formed 80communities of practice • Leverage lessons learnt from other parts of the business • Created an expertise directory • Set up electronic bulletin boards • Adding knowledge sharing to the personnel evaluation system • Allocated over 4% of their administrative budget to maintain the above What did they do?
- 8. • Improved operationaleffectiveness • Better quality client services • Enhanced relationships with clients, partners and stakeholders • More satisfied employees Did it work?
- 9. What have we beendoing?
- 10. Unison Brightwave has workedwith Unison to bring together their staff and activists who are spread right across the UK.
- 11. • Increase theamount and quality of organising carried out by UNISON • Enable activists and staff to connect, learn, research and share knowledge, best practice and experiences • Empower all members from expert to beginner to be able to organise events • Build a learning community • Encourage open dialogue across the community What did they want to do?
- 13. tessello Really good tosee the organising space up and running, it's got sooooooo much potential! Really good job all! -Unison tessello user
- 14. So why aren’twe all at it?
- 15. Knowledge is ourjob Knowledge Workers spend 38% of their time searching for information -Mcdermott
- 16. 1. IT systemsthat allow the transfer of knowledge 2. HR and corporate culture that supports knowledge transfer 3. Curation and content management Knowledge transfer can be broken down into three key stages
- 17. • A virtualspace to recreate those water-cooler moments • Lessons learnt database • Expertise directory • Communities of practice • Foster a culture of sharing – get people talking What can you be doing?
- 18. From internal toexternal… •Are there points of synergy with internal facing learning? •Are there lessons that can be learned ?
- 19. The value oflearning content "We are, at present, in the midst of a historic transformation for brands and companies everywhere — and it centres on content."Alexander Jutkowit - Harvard Business Review
- 20. Some facts aboutcontent • 86% of B2C companies use content marketing • 93% of B2B marketers use content marketing, a 2% increase over 2012. B2B marketing teams spend 33% of their budget on content marketing • B2B companies that blog generate 67% more leads • 78% of CMO’s think custom content is the future of marketing
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- 25. • The demandfor online courses from non-academic institutions has grown 300% in the last 2 years • Can also be an income stream Consumer learning
- 26. A shift inthe way we learn • Increased demand for o Just in time mobility o Voice of authority/curation … backed up by peer review
- 27. Lessons from external facinglearning content • Pull – make it useful to the learner • Freedom of navigation • Storytelling • Social and user generated • Curation • Analytics
- 28. Brightwave example -Alere
- 30. Summary • Create conditionsfor internal knowledge transfer • Think knowledge transfer both inwards and outwards • Learn from the successes of consumer-facing learning • Content is valuable! • Re-use your learning content – realise it’s true value to your brand
- 31. Thank you brightwave.co.uk Any questions?Come and talk to us on Stand 60 @BrightTweet #TotalLearning
Editor's Notes
- #2 Page cover – choose from grey, brand colour, abstract image These slides animate – Title and subheading fades and rises slowly Then date, author, role fade and rise
- #3 Good afternoon. My name is Caroline Freeman, I am Head of Learning Design at Brightwave and I’m here today with my colleague Learning Designer Sophie Costin. Today we want to talk about the relationship between the learning content and the brand experience. Most days, those of us involved in designing learning programmes or courses have our heads down focused on designing specific solutions for specific business needs. Today we want to take a step back from that specificity and ask some larger questions about the value of knowledge and learning content within an organization and how you can best harness that value, and transform it as a positive brand experience for both internal and external audiences. We’re going to look how the growth of content marketing has put new value into the kinds of knoweldge you might find within youand what the success of customer facing learning can teach us about how we should be designing and delivering internal knowledge and leanring strategies We are going to start by looking at the knowledge that already exists within your organisation, think of it as potential energy held by individuals. How do you release that energy, transfer that knowledge in the most efficient and effective ways?
- #4 Need an image to symbolise knowledge flowing through/around an institution. I could only think of water on parched ground which is maybe a little ‘done’…
- #5 These slides animate – Title / headline fades and rises slowly. Then each bullet builds on separately from the bottom of screen at a 1 sec intervals.
- #6 Yet we spend huge amounts of time seeking information to help us do our jobs.
- #7 The World bank logo
- #8 These slides animate – Title / headline fades and rises slowly. Then each bullet builds on separately from the bottom of screen at a 1 sec intervals.
- #9 These slides animate – Title / headline fades and rises slowly. Then each bullet builds on separately from the bottom of screen at a 1 sec intervals.
- #10 These slides animate – Title / headline fades and rises slowly. Then each bullet builds on separately from the bottom of screen at a 1 sec intervals.
- #11 The World bank logo
- #12 These slides animate – Title / headline fades and rises slowly. Then each bullet builds on separately from the bottom of screen at a 1 sec intervals.
- #13 Image of the Unison Tessello Early success: really well received, 700 sign ups in a day when they launched their site, now being rolled out to potentially 2000 users.
- #14 Unison Tessello quotes
- #15 Knowledge ‘stickiness’ the stages of knowledge management: 1 IT systems that allow the transfer of knowledge 2 hr and corporate culture – deploying the technology isn’t enough, you need to foster a culture where people look for this inf. If you build it, they still might not come… 3 Taxonomy and content management
- #16 Yet we spend huge amounts of time seeking information to help us do our jobs.
- #17 These slides animate – Title / headline fades and rises slowly. Then each bullet builds on separately from the bottom of screen at a 1 sec intervals.
- #18 These slides animate – Title / headline fades and rises slowly. Then each bullet builds on separately from the bottom of screen at a 1 sec intervals.
- #19 What strategies are organisations using to leverage internal knowledge to benefit their customers and strengthen the relationship between customer and brand? Are there lessons that can be learned from the successes of external facing knowledge transfer strategies in terms of approaches to learning
- #20 Start with a quote Why content? Because in a world where people have a huge choice about the way they interact with media, a ‘push’ model of advertising no longer works. Content marketing provides potential consumers with information, learning or services that they want. Once they have found value in the content they develop trust in the brand Content marketing is a form of brand storytelling – its says we are more than a list of products, we care about our relationship with you so we are providing additional services for you. Its been shown to increase sales, engages customers longterm and build your brand .
- #22 http://contently.com/strategist/2013/10/03/the-story-behind-the-furrow-2/ Its not new – John Deere’s the Furrow - first example of educational material The Furrow‘s first issue was printed in 1895, and its popularity quickly snowballed; circulation grew to reach more than 4 million consumers at its peak in 1912. Lets look at some recent examples
- #23 http://www.bbc.co.uk/guides/zpnvb9q Example 1 – using learning within content marketing. i-wonder
- #24 https://www.americanexpress.com/us/small-business/openforum/programhub/ceobootcamp/ 6 years ago - an advice-sharing platform where entrepreneurs can exchange advice. Not just online cross pollination of the physical and online social media worlds." She added, "With bloggers at trade shows actually having live discussions that we film and put on OPEN Forum,“ Brands are welcome as facilitators: American Express' role in OPEN Forum is as a provider of information, a discussion space, access to experts The content on AmEx Open Forum is written by a variety of contributors (both paid and volunteer) representing an excellent use of crowdsourcing. Most of the contributors have deep experience in their respective areas of business expertise, so the content is authoritative, trustworthy, and meaningful.
- #25 In the wake of the banking crisis, financial sector needed to rebuild trust. BDE Started in 2013, now 7,000 eagles across country. Can book into a face to face session with a digital eagle. Helping people get more out of their online banking. This is part of a range of services developed by Barclays, to allow the brand to engage with their consumers beyond their normal service offering. Another is an online coding sandpit for the under 18s
- #26 A large part of this consumer facing learning content has been learning articles, but its not just short forms
- #29 This is a very simple example of leveraging an internal training tool for Alere sales staff as a marketing asset for both distributors of the product and end users. The product allows clinicians to run a number of diagnostic tests on blood or urine samples The main purpose - help basic to intermediate MeterPro users learn and practise some of the common procedures in a risk-free virtual environment - quick access to step-by-step visual instructions, as well as descriptions of the unit's components. In addition, the tool needed to have sales impact through strong visuals, and the ability to demonstrate the product's features to potential customers. The toolkit will help to reinforce the qualities of the Alere brand - that it provides high quality support for customers and distributors.
- #32 Finish Main title fades and rises