March 8th Meeting: Knowledge Management & Learning, with Lisa Beckers

1. Lisa Beckers March 2011 Learning and Knowledge AlignmentOpportunities across blurred boundaries

2. The New Corporate LearningFramework 10% Formal learning 90% Informal learning Social Learning Innovation and crowdsourcing Micro-sharing & Tweet chats Social networking & expert directories Physical classroom Interactive Video Publish and feedback on blogs Co-create with wikis Gaming & simulations Online communities Virtual classroom and webinars On-Demand Learning + Learning Learning apps Podcasts and e-books Job aids & EPSS Learning videos e-Courses & recorded webinars Self-paced web-based training Career Learning Online assessments Career moves & assignments Special projects Coaching & mentoring Feedback Spontaneous learning on the job Planned learning 2

3. 3 Increasing use of social media tools and collaboration practices are blurring the boundaries between knowledge sharing and learning

4. Approach Conduct external research to identify learnings and leading practices from organizations who have implemented similar joint Learning-KM models Conduct internal assessment to understand the landscape and opportunities within current alignment between Learning & KM within Deloitte Define vision and propose recommendations based on input from KM and Learning stakeholders from member firms, global functions and global industries 4

6. Increasing employee capability and performance is the most common driver, enabling nimbleness, flexibility and innovation. As organizations mature in their KM and Learning practices, the desire for a single, integrated view of knowledge and learning increases.

7. Organizations who have high level of alignment have a corporate organizational structure and are able to implement a centralized approach, with global systems for KM & Learning, which enables a seamless user experience.

8. Benefits to aligning Learning and Knowledge Management come from the consistency and optimized user experience when Learning and KM content are connected through a common portal. Other benefits achieved include cost savings.

9. Content creation and delivery is an area where organizations experienced the most success in aligning Learning and KM. The success is often enabled by a solid infrastructure, such as global platforms, taxonomy, etc. They are often viewed as intertwined within social-media-enabled environments.

10. KM 2.0 views the concept of learning as a social process facilitated by technologies rather than information collection and storage processes. This social view of knowledge highlights how it’s created and supported through learning by way of interaction and situational embedding. In this frame, OL and KM cannot be separated. 5

12. Cost reduction

13. Improved productivity

14. Closer connection to business6

15. The joint Learning-KM vision addresses the area of convergence between Learning and Knowledge Management…. Organizational Learning Organizational Knowledge Knowledge-based view of the firm Theory of learning Learning as content process: create / retain / transfer Learning & performance systems Static knowledge and knowing Dynamic knowledge enabled by social media Behavioral aspects of creating a culture of learning and sharing knowledge Individual / Group / Org learning programs and delivery processes KM tools and IT solutions Source: based on Org. Learning and KM: Toward an Integrative Framework (Vera & Crossan) 7

16. Vision Knowledge Management and Learning alignment will establish an integrated approach defined by five key attributes to deliver world-class capabilities that drive business performance Business value driven: we design our knowledge and learning capabilities around the business value they create On-the-job access: we focus our efforts on providing the resources necessary to our client service practitioners according to the time and place appropriate to them Personalized experience: we provide a unique, customized view of Learning and KM content for each user Forefront of delivery: we deliver learning and knowledge using the latest thinking, technology, and innovation Synchronized approach: we bridge the gap between Learning and Knowledge sharing creating a seamless approach 8

17. Roadmap 9

18. Critical elements of a successful alignment program Specific business needs and opportunities are identified before kicking off a KM and Learning program. The value of aligningKM and Learning must be tied directly to business results. Senior leader support and commitment is a must. In APQC report (8 case studies) 63% of the organizations indicated senior management drove the alignment of KM and Learning, and 75% have a central group to manage and administer the integrated program. Shared understanding of the KM and Learning business strategy & vision, cultural values and a shared terminology. KM and Learning activities are part of the employee's work processes, not a separate activity. Leveraging the distinct value propositions of both functions, but presenting a coordinated solution. Strong, ongoing communications around values and vision of the program, not underestimating the importance of change management. A supporting infrastructure (global platform, enterprise taxonomy) provides a simple and single access point for the users. 10

19. External research bibliography APQC, Integrating Knowledge Management and Organization Learning-Consortium Benchmarking Study, 2005. Bennet, A. and Bennet D. The Partnership Between Organizational Learning and Knowledge Management, 2004. Balaguer, E, Higgins, J. and Davenport, T. , Driving high performance through mission-critical job families, Accenture, 2007 Milton, N. Exploring the Concept of Organizational Learning, KM Review, 2008. Young, R. Reap the Rewards from Combining Learning and KM, KM Review, 2008. Sanchez, R. Knowledge Management and Organizational Learning, Lund, Sweden:Lund Institute of Economic Research, 2005. Smith A.C. P. Facilitating Organizational Learning and Knowledge Management in Transnational Organizations, The Learning Organization, 2006. Pasteur, K., etal. Knowledge Management and Organizational Learning for Development, Brighton, England: the Institute of Development Studies, 2006 Schooley, C. How to Create a Comprehensive, High-impact Learning Strategy, Forrester, 2008 Schooley, C. Knowledge, Learning, And Work Unite!, Forrester, 2007 11