Training Journal Conference slides

Editor's Notes

• #5: Going from 19th Century to 20th and 21st with increasing complexity.How can we free the great potential of intelligence, creativity and energy that is exploding onto the business network but which is still trapped in the bureaucracy of modern organizations?today we find ourselves in a time very similar to the industrial revolution, a time of great confusion. And for those of us who work in the world of organizations, it’s easy to see that in all of this confusion, traditional values and managerial models are heavily involved.
• #6: transform people into machines; divided work tasks into segments; depersonalized,control the work place; standardize work sounforeseen events.This type of organization worked well when the theme of the business was repetition. It becomes a model that works far less well when the nature of the business is knowledge-based, striving for constant innovation, within an intangible environment.Now innovation, passion and initiative Not diligence, repetition and obedience.
• #7: Witnessing a dizzying rate of change - overwhelmed by the explosion of knowledge.Everything is getting hooked up to everything else - This increases complexity and makes business unpredictableIntangibles are becoming the prime source of value. Social capital and know-how have replaced plant and equipment as economic value creators.Sharing control among all stakeholders. How can we free the great potential of intelligence, creativity and energy that is exploding onto the business network but which is still trapped in the bureaucracy of modern organizations?Find information and turn it into knowledge at the point of need gives a key competitive advantageKnowing the right people to ask is more likely to lead to success than internally held knowledge or skill.
• #8: Studies show that over 90% of the knowledge we need to do our work is not in our heads. Knowing the right people to ask is more likely to lead to success than internally held knowledge or skill.Informal and social learning is about accidental and serendipitous, personal, group and organisation. Find information and turn it into knowledge at the point of need gives a key competitive advantage
• #9: More networked organisations – nature of work has changed enabled by interconnected people and technology.
• #11: Indeed as learning and working become much more closely integrated, “learning” will not be seen as a separate activity requiring separate, dedicated learning systems or platforms, but will become embedded within normal workflow collaboration systems.A new approach will also mean that L&D will broaden its role from one that is focused on traditional “training” to one that helps people work and learn smarter in many new and varied ways. Jane HartPeople have always learned from their local networks but now it is the scale that has grown. Technology allows the boundaries of geography, time, department etc to be broken down.
• #12: The social learning revolution has only just begun. Businesses that understand the value of knowledge sharingteamworkinformal learningjoint problem solving Investing heavily in collaboration technologyAre reaping the early rewards~ Jay Cross
• #18: Still very young so trying to categorise it is difficult. There are many different solutions out there so comparing them is difficult.
• #26: Studies show that over 90% of the knowledge we need to do our work is not in our heads. Knowing the right people to ask is more likely to lead to success than internally held knowledge or skill.Informal and social learning is about accidental and serendipitous, personal, group and organisation. Find information and turn it into knowledge at the point of need gives a key competitive advantageHow can we free the great potential of intelligence, creativity and energy that is exploding onto the business network but which is still trapped in the bureaucracy of modern organizations?Knowing the right people to ask is more likely to lead to success than internally held knowledge or skill.
• #28: Mckinsey estimate the productivity gains in the four sectors in the US, UK, Germany and France combined will total $1.6 to $1.9 trillion.consumer packaged goodsconsumer financial servicesprofessional services advanced manufacturingMcKinsey estimate that the total annual value creation potential of using social technologies to improve communication, coordination and collaboration is $600 billion to $900 billion.
• #32: Motivation:What the business needs from the communityWhat is in it for the userIT’s role – do you go cloud?2. Culture:value and reward group participation over individual winners, Culture comes not only from the values, trust and collaborative support of the company's leadership; it is driven by how well people support each other andvalue collective intelligence relative to individual contributions. 3. Behavior:about making sure day-to-day use of social media technology serves the company's goals in practice. May need training in collaborationstarts with a clear purpose for the community, And just because you build it doesn't mean they will come. "What's in it for me?" incentive 4. Influencers:Who are they?LeadersNot just management but trusted mentors, champions etc5. Community Maturity:the ability, interest and trust of a group of people to use social networking technologies at work. critical factor that leaders must plan for when crafting a community of purpose framework. Plan and budget for low maturity – may need extra resources, tap experience of high maturity companies.When maturity's high, explore new ways to foster greater and broader participation. relinquish decision-making control to the community.
• #33: It certainly does not sit well with most organisations’ traditional “command and control” mentalities. It’s estimated that 75 percent of enterprise-level organizations will do so in 2013The most effective solutions are be content-centric, not technology centric.NOT a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. 1) Encourage sharing.2) Capture knowledge.3) Enable action.4) Empower employees.