Our Changing Role

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Leading Learning

• Our Changing Role
• And Our New(?) Obligation
• John Coné November 9, 2004

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The Business Environment
Global economics impact locally
Shelf-life of technology shortens Productivity
Acceleration Customer behaviors change within
days Cross-border mergers and acquisitions
blur traditional definitions
Deconstruction of the value proposition
Commoditization increases Price wars
become cost structure wars become
business model wars Off-shoring and
outsourcing Rise of the micro-enterprise
B
Layoffs based on skills for the future
Talent shortages in key areas
Remilitarization impacts commerce
Industries consolidate
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The Human Environment
No contract
Fear of directorship
Rampant skills gaps
Mid Management Surplus
Global teams that never sleep
Wealth is temporary
Leadership Dissonance
Market suspicion
GenZ GenO
Shareowner distrust
Responsibilities disaggregated
New CEO/Officer due diligence
Job/career (LIFE!) is temporary
(Some) Populations Shrinking
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The Learning Environment
Rise of Experimental Learning
More strategic partners
Erosion of Intellectual Property
More need but less time
Personalization
Learning as a market
ROI Expected
New organizational models
Budget reductions
Training in product bundles
New business models
Travel restrictions
Class of 1/course of 1
Media is seldom discrete
Ed as market entry
Higher Ed Vocational Ed
Certification Demands
Outsource insource blur
More value placed on learning
Assumptive choice
Performance support/learning/communication
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The E-learning Environment
E means Everybody
Integration into net services
Blended is scrambled
Molecular computing
Personalization
Mass customization
ROI Expected
Semantic Web
Rise of E - Context
Eye/face/gait recognition
Real work is e-work
Haptic interfaces
Class of 1/course of 1
Media is seldom discrete
No more E separateness
In my hand hears my voice
Certification Demands
Thought control?
Gesture Interface
Assumptive choice
Performance support/learning/communication
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Technology
Makes traditional metrics funky
Spending per employee Hours per
employee Completion rates Cost per hour
developed/delivered Cycle time to completion/use
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Technology
Messes up our traditional categories
Content categories blur due to modularity and
usage models (New Employee Orientation
Leadership Communication) Delivery method
categories as blends become complex (Classroom
Technology Self-Paced) Training Providers as
partnerships come and go in days (Higher Ed
Internal Training Company Consultant) Even
training as a category (Training EPSS - Tools
Intervention Communication)
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Technology
- Lower development costs (re-use and
architecture rules) - Provide assessments and
diagnostics to focus learning - Improve
individual learning curriculum based on needs
- Embed learning in work process and even
products - Improve transfer of
learning to OJT performance - Enhance
learning on the fly stay at work
- Support on-the-job performance (EPSS)
- Provide just in time remediation
- Enable people to learn faster
- Replace memory with access
- Shorten time to competency
- Lower the price of learning
- Lower consumption costs
- Improve retention
- Increase access
put the learner in charge.
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The Big Deal Is The Same

• Organizations STILL want to make sure people are
  getting the development they need to compete and
  win
• But what level of investment provides optimum
  competitive advantage?

• Individuals STILL want to make sure they have the
  competencies to be successfully employed
• But what level of investment provides optimum
  career resilience and mobility?

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The Little Deal Is The Same
Talent Delivery (Employee Development) Capture
Replication of Success Models Tactical
Business Issues Strategic Initiatives
Its important to know where you areand where
you want to be.
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Weve Arrived

• An increase of one standard deviation in
  training expenditures per employee (or about
  680) is associated with a 6 point increase in
  total return to stockholders.

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Weve Arrived
Total Stockholder Return (change in stock price
X outstanding shares over 12 months) Increases
with Higher Training Expenditures
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More Training Outperform the Market

• Top half is 45 more than the SP 500
• Top half is 86 more than bottom half
• Bottom half is 22 lower than SP 500

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Training Investments Business Results
Market-to-Book Value
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Weve Arrived
Take our twenty best people away and I can tell
you that Microsoft would become an unimportant
company.- Bill Gates, Chairman, Microsoft
We spend all our time on people. The day we
screw up the people thing, this company is
over.- Jack Welch, Former CEO, General Electric
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Weve Arrived
Whereas at one time the decisive factor of
production was the land, and later capital
today the decisive factor is increasingly man
himself, that is, his knowledge.- Pope John
Paul II
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The Dark Side

• Training is now on the radar
• Diversity was an early warning and a dirty little
  secret
• Ethics was the second shot, lost in the noise of
  scandal
• Now our responsibility is widespread and in the
  public eye every day

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Our New Obligation
We have our seat at the table Now we need to
live up to it
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Our Role Is Changing
Analyst
Futurist
Coach
Strategist
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One View of Our Role
Analyst
Problem- Solver
Architect
Futurist
Coach
Promoter
Explorer
Strategist
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One View of Our Role
Analyst
Problem- Solver
Architect
Synthesist
Futurist
Coach
Enviroguide
Experimentor
Promoter
Explorer
Strategist
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Synthesist
Seeing patterns of ongoing learning moments
(rather than discrete events)

• Recognizing broad patterns of need/gap
• Patterns of remediation possibilities
• Patterns of essential fundamental issues
• Connections to existing business issues
• Connections to business measures
• Connections to remediation options
• Connections to deeper patterns enabling
  reflection and change
• Individual pathways and situational connections
• Being the organizational METACOGNITOR

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Experimentor
The combination of Experiment and
Mentor
Quick Note

• Individually controlled, tech based learning is a
  conversation sometimes internal and sometimes
  external

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If all learning moments are experiments applying
experience and expertise to maximize the
likelihood of success
Experimentor

• KNOWLEDGE FORENSICS Capture, use, modification
  and re-use of deliberately or spontaneously
  generated learning (from around the organization
  and the world)
• Establish momentary alliances (consultants,
  companies, universities, individuals)
• Think of every learning tool as temporary and
  disposable
• Always be thinking of alternatives
• Assume nothing has value until after it is used
• And remember well never be sure of who will be
  learners

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Enviroguide
Helping them understand where they want to go and
helping them to get there as quickly and safely
as possible

• Constantly exploring the changing landscape
• Finding and/or building pathways that get to
  places
• Coaching and guiding those who want to be more
  deliberate in their wandering
• Stop trying to make business managers guides
• Think about outcomes and vectors rather than
  programs and schedules
• Consider the difference between knowing and
  knowing where
• Think of assessment as trip planning not trip
  reporting

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Whats (A Little) Different
SYNTHESIST- Is not about organizing and
integrating it all in advance, it is about
seeing the organizing principles and ideas
that already naturally exist EXPERIMENTOR- is
not about bundling knowledge but about
unbundling it ENVIRO-GUIDE- is not about
warehousing knowledge, it is about creating
access to it where- ever it naturally resides.
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Whats (A Little) The Same
Our success and the success of those we serve
depends on what we learn and how quickly we apply
it. Our job is to make learning easier, simpler,
and faster. Our focus is on the critical needs
of the business. Our critical skills still
include -Partnering w/ the business -Education
planning -Organization/Job/Task
Analysis -Curriculum planning -Performance
Management -ISD -Learning tool design -R D
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And in this new reality
New modes and means of learning are constantly
emerging. They co-exist and sometimes overtake
older ones (They may not replace.) Learning
occurs everywhere. To lead is to leverage it
among people and organizations The Education
function must create access to the collective
intellectual capital of the organization we
serve. We must take ownership for that we cannot
control. Short shelf life means we must keep
getting better faster The chances to experiment
are infinite We dont have to know it all, or
where it all is We dont have to maintain the
illusion of control When control shifts, so does
ownership
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One View of Our Role
Analyst
Problem- Solver
Architect
Synthesist
Futurist
Coach
Enviroguide
Experimentor
Explorer
Promoter
Strategist
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One View of Our Role
LEADER
Synthesist
Enviroguide
Experimentor
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• And remember.
• Now, Mama don't you worry none
• From small things, Mama,
• big things one day come
• -Bruce Springsteen
• (From Small Things Big Things Come)

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• QUESTIONS?
• COMMENTS?
• ANECDOTES?
• THREATS?

jwcone_at_ev1.net