1.
Designing Digital
Learning Ecosystems
with 70 : 20 : 10
Learning Model
Robin Petterd

2.
CollaborationChange Complexity

3.
Past Now
Compliance and sharing
the knowledge and
practice of an
organisation
Developing people and
the organisation for the
future

4.
70:20:10Learning from
experience
Learning from
others, especially
from your direct
manager
Learning from
courses

5.
70:20:10
Sharing new knowledge
Bring in new practices

6.
Manager as
learning leader
Employee as self
directed learner
L&D as ecosystem
designer

7.
An ecosystem is an interactive
system of components that
work together

8.
A ecosystem mindset is the
perfect way to build a 70:20:10
learning model.

9.
It’s the natural way to learn.
Jay Cross

10.
Your employees are using a
learning ecosystem even if it’s
not designed by you

11.
People
Processes
Infrastructure
Skills | Knowledge | Attitudes
Past

12.
Ecosystems are a powerful way to
develop the capacity of an organisation

13.
Budget $
L&D Capability
Technology
Audience User Experience
Design
Solutions, Skills Knowledge
Capability
Performance
Strategy
Business Outcomes $ +
Enablers
Solution
Business
A
L
I
G
N
M
E
N
T
13
Learning ecosystem stack

14.
3 keys to achieving this
Different
thinking process
e.g. Design
thinking
Different
learning
models
Different
approaches
to learning
technologies
e.g open
technologies

15.
Learner Centred
Often we focus on what the organisation needs and
forget that for it to achieve those outcomes, you
employees need to change.
Self directed learners: putting your employees in
control
Digital tools: Integrated LMS and performance
management systems, 70-20
Principle: Everyone should be seen to be always
learning. All modern work involves learning.

16.
Pathways
Employees and managers need to be guided
Examples: Courses as ‘organisers’, Manager and coach
guides for programs or learning areas.
Digital : Adaptive learning systems, Coaching prompts
are sent from learning technologies, wikis, online
competency management systems
Principle: The manager's role in learning programs
should be purposefully designed.

17.
An employee's manager is the key
enabler to their learning
Feedback, Coaching, Mentoring
Digital tools: Coach.em, Betterwork, Good online
performance management system
Principle: Everyone needs to be given feedback on their
performance.
Principle: Managers need to be supported to implement
learning while working.

18.
Learning from each other
Communities of practice, Group learning,
Learning logs
Digital tools: Slack, Podio, jostle.me
Blogs, Virtual Class rooms
Principle: Work and learning should be social.
Principle: Employees need to work with peers and their
manager to reflect and articulate what they are learning
and how change is happening.

19.
Learning from each other
• Structured discussions
• Online jams
• Workshops run by peers
• Lessons learnt sessions
• Retrospectives
• Continuous improvement
• Issue management

20.
Knowledge supports
Training is too often just information provision
Examples: Content Curation approaches, Question and
answers, Best practice examples, Performance support
approach
Digital tools: Learning portals, Wikis, Degreed, RSS
readers, SupportPoint
Principle: Learners should be able to quickly and easily
access the information they need.

21.
Places and spaces to practice
Formal courses that are performance focussed
can provide an opportunity for employees to
practice and fail safely.
This is what great digital learning can achieve.
Approaches: Branching scenarios, worked examples, low
tech and high tech simulations
Principle: Employees need to be allowed to practice and
fail safely, learn and try again.

22.
Design thinking is a process for creative
problem solving. ...
“Design thinking is a human-centered
approach to innovation that draws from the
designer's toolkit to integrate the needs of
people, the possibilities of technology, and
the requirements for business success.”
Tim Brown. IDEO

23.
Process

24.
Traditional learning and design approaches Design thinking
Learner is seen as a stakeholder Learner centred – the learner pathway is put at
the centre
Process is premised on developing a course or
other intervention
Process does not define an outcome
Good at solving well-defined problems Solves ill-defined problems
Imports approaches from other organisations Builds new approaches that solve problems in
new ways
Cycles, e.g. beta, pilot, implementation Iterative, with the bias towards action and
prototyping
Focus on approving and reviewing content Collaborative, solutions are co-designed
Event and content driven Process driven
A single solution is piloted Experimentation, testing and data define the best
solution

25.
26
Personal
dashboards
Personal learning
environment
Read | Share | Reflect
Compliance focused -
leave it that way
xAPI
xAPI xAPI
xAPI
Example technology layer

26.
Dr Robin Petterd
M: +61 419 101 928
E: robin@sproutlabs.com.au
Webinar
Wednesday 20 September, 12.30pm – 1.30pm
http://www.sproutlabs.com.au/learnx