Learning and development is changing rapidly. The focus is moving beyond courses, and the rapid adoption of a 70-20-10 model is a key part of this transformation.The concept of a ‘learning ecosystem’ gives us an elegant way to explain what these new approaches are and how the different components work together. But how to actually design and implement a learner-centred ecosystem is not always straightforward. During this interactive webinar we will explore how to make effective learning ecosystems a reality.
Your employees are using a
learning ecosystem even if it’s
not designed by you
Skills | Knowledge | Attitudes
Ecosystems are a powerful way to
develop the capacity of an organisation
Audience User Experience
Solutions, Skills Knowledge
Business Outcomes $ +
Learning ecosystem stack
3 keys to achieving this
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
Digital tools: Integrated LMS and performance
management systems, 70-20
Principle: Everyone should be seen to be always
learning. All modern work involves learning.
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.
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
Principle: Managers need to be supported to implement
learning while working.
Learning from each other
Communities of practice, Group learning,
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.
Learning from each other
• Structured discussions
• Online jams
• Workshops run by peers
• Lessons learnt sessions
• Continuous improvement
• Issue management
Training is too often just information provision
Examples: Content Curation approaches, Question and
answers, Best practice examples, Performance support
Digital tools: Learning portals, Wikis, Degreed, RSS
Principle: Learners should be able to quickly and easily
access the information they need.
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.
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
Traditional learning and design approaches Design thinking
Learner is seen as a stakeholder Learner centred – the learner pathway is put at
Process is premised on developing a course or
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
Cycles, e.g. beta, pilot, implementation Iterative, with the bias towards action and
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
Read | Share | Reflect
Compliance focused -
leave it that way
Example technology layer
Dr Robin Petterd
M: +61 419 101 928
Wednesday 20 September, 12.30pm – 1.30pm