Rethinking learning for a volatile and uncertain future
- 1. Rethinking learning for a volatile and uncertain future
- 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
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- 8. What are your motivations for attending this webinar? Your thoughts …
- 9. What is V.U.C.A ?
- 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
- 22. Capabilities that L&D needs
- 23. L&D Capability Learning & Performance Ecosystem Designing working for learning Business acumen Agility Capability for V.C.U.A Ecosystem Stack Digital mindset
- 24. Volatile Ambiguous Complex UncertainVUCA AgilityBusiness acumen Designing working for learning Digital mindset
- 25. Agility is an overused term
- 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
- 27. Being open to change. Being able to create change.
- 28. In learning and development The barriers to agility Enabler for agility
- 29. Digital mindset - a force of V.U.C.A
- 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
- 32. Business acumen
- 33. Increase revenue or decrease cost
- 34. Increase revenue or decrease cost This is where L&D has been in Future focused
- 35. Marketing is becoming a profit center instead being a cost center Could L&D be a profit center instead being a cost center?
- 36. Designing working for learning
- 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?
- 39. Technology that enables L&D for V.U.C.A
- 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
- 43. Compliance Technology Learning & Performance Ecosystem LMS Manuals/Guides Review Platform Intranet Induction The Learning Ecosystem
- 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
- 56. David Hegarty Jeevan Joshi Robin Petterd Do you need to optimise, transform and Innovate your learning ecosystem? LearnD can help you Contact david@learnd.com.au jeevan@learnd.com.au robin@learnd.com.au
- 57. SPARE SLIDES
- 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.
- 60. Driven by data
- 61. Core Function of L&D A case for Change
- 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.
- 63. Technology Changing the Fabric of L&D
- 64. L&D Capabilities A Need to Reskill
- 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.
- 69. Business Responsive Portal Learning Portal Business Priorities Business Unit Content Personalised Content LMS Blogs Curated Content DIY Videos & Podcasts External Content ie HBR LMS Analytics xAPI
- 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
- 75. Offerings
- 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