1. Learning @ the Speed of Change
Delivering Strategic Value in the New Normal
Bob Mosher &
Conrad Gottfredson
www.thefivemoments.com
Copyright Conrad Gottfredson, Bob Mosher 2012

2. 2008—
The New Normal
• Market Upheaval
• Technological Disruptions
• Demographic Churn
• Political Instability

3. The Challenge: Market Upheaval
“Brace yourself for more market upheaval
Asia had a bad night, Europe had a bad morning, and so, now, America is
falling. The upheaval on world markets is not out of the ordinary …”
James Quinn, 5:51PM BST 24 Oct 2008
http://www.telegraph.co.uk/finance/financetopics/recession/3254591/Brace-yourself-for-more-
market-upheaval.html

4. The Challenge: Technological
Disruption
FALLS CHURCH, Va., Oct. 22, 2008 /PRNewswire/
“A wave of disruptive
technologies is reshaping
industry, triggering new
business models and
altering consumer and
employee behaviors…”
(http://findarticles.com/p/articles/mi_m4PRN/is_20
08_Oct_22/ai_n30928932?tag=content;col1 )

5. The Challenge: Demographic Churn
• In developed countries the native workforce is decreasing and
aging: “high rates of fertility and mortality have been replaced by low rates
of both. Since 2000 the US has witnessed no net increase in native-born
Americans and birth rates are extremely low among educated women.”
• This is driving global outsourcing and “replacement
migration.”
• New talent is more mobile by choice: “members of the 25-34 age
group stay only an average of 2.9 years in their place of employment.”
World Economic Forum, January 2008 Panel Session
http://www.weforum.org/en/knowledge/KN_SESS_SUMM_22327?url=/en/knowledge/KN_SESS_SUMM_22327

6. The Challenge: Political Instability
• The implied projected cumulative loss (tied to the 9/11 terrorist attacks) in
national income through the end of 2003 amounted to 5 percentage points
of annual GDP, or half a trillion dollars.
Economic Consequences of Terrorism, http://www.oecd.org/dataoecd/11/60/1935314.pdf

7. To survive, organizations
must—
Learn @ the speed of
change
In other words, they must
be able to continuously
undergo new skill cycles to
prepare for new competitive
cycles —
constantly re-tooling in
order to maintain their
competitiveness.

8. The Opportunity of the New Normal
“The meltdown of 2008 will be seen as the mother of all disruptions
… disruption makes things new again, and what might not have
been possible in the old regime suddenly is. …”
“Change is difficult. It's hard, and people avoid it when we can, but
change eventually happens when the consequences of standing still
look worse than the consequences of taking a chance on change. …
It's time for all of us to change -- standing still is not an option, and
we can only imagine the disruptions ahead.”
Denis Pombriant
http://www.crmbuyer.com/story/64878.html?wlc=1227021580

9. Organizational Learning Agility
Benchmarking Series Members
• A global management consulting, technology
services and outsourcing company with 186,000
employees in 120 countries.
• The world's largest semiconductor company with
86,000 employees.
• The largest global family entertainment company
with more than 180,000 employees
• A leading North American corporate health insurer
with international reach in Asia and the European
Union.
• Among the largest global public relations agencies,
operating in more than 50 countries
• 130 year old company conducting clinical research
in more than 50 countries, marketing
pharmaceutical products in 143 countries.
• The world’s leading aerospace organization
• Government intelligence and security agency

10. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational level.
This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support systems
that sustain individual and collective learning agility: Develop processes, systems,
structures, and other forms of support that provide people in the organization the help
they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012

11. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its
ability to observe and monitor the broader external landscape in key
areas that could improve or potentially threaten organizational
competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012

12. Develop External Intelligence Monitoring Capacity.
Learning
Function
Intelligence Strategy
Function Function
Copyright Conrad Gottfredson, Bob
Mosher 2012

13. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization.
Harness the collaborative power of the organization to learn at or
above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012

14. Cultivate a Dynamic Learning mindset across the
entire organization.
3.0
2.0 Dynamic
Continuous Learning
Learning (2004-2009)
1.0 Rapid, adaptive,
(1981-2004) collaborative, and
Permanent Continuous learning for self-directed
ongoing qualification. learning at the
Learning moment of need.
(1957-1981)
One-time learning
for permanent
qualification.
From TRCLARK
Learning Agility Benchmarking Study

15. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the
organizational level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012

16. Develop Leadership capacity to support learning
agility at the organizational level.
Leadership behavior is the single most important determining factor of organizational
learning agility.
• How prepared are you for the transition from the “leader as expert” paradigm to one that
emphasizes the “leader as learner”
• To what extent is your personal credibility based on your personal learning agility as opposed
to old knowledge?
• How much do you lean on the machinery of your organization to govern your personal learning
path? Are you on educational welfare?
• How effective are you at calling forth the discretionary efforts and creative potential of other
people through the influence of your learning habits, curiosity, and enthusiasm in the face of
problems that don’t yet have answers?
• Can you engage and mobilize people based on your influence skills? How often do you hide
behind the artifacts of title, position, and authority to press people into service?
• Do you feel personally threatened by the fact that your knowledge and skills are becoming
obsolete? Are you psychologically prepared to show your vulnerability to incompetence as
your skills become outdated because you have the ability to learn and adapt?
• If competence is a matter of individual learning agility, what are you doing to prepare for the
new environment?
• Do you believe that learning is where advantage comes from, that it represents the highest
form of enterprise risk management, and that the biggest risk a firm can take is to cease to
learn?
Copyright Conrad Gottfredson, Bob
Mosher 2012

17. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance
support systems that sustain individual and collective learning agility:
Develop processes, systems, structures, and other forms of support
that provide people in the organization the help they need in their
coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize and support
organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012

18. Put in place and evolve the organizational learning and
performance support systems that sustain individual and
collective learning agility
Aligned to deliver ROI and specific business benefit
Embedded in the workflow and readily available at the moment of apply.
According to specific roles and varying access needs (role and
Contextual
circumstance)
Only what’s needed in the form needed to effectively perform
Just enough
inside the business process
with formal learning to compliment and extend current learning
Integrated
investments
Trusted and current in every place.
Copyright Conrad Gottfredson, Bob
Mosher 2012

19. To learn @ the speed of change, your
organization must:
1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe
and monitor the broader external landscape in key areas that could improve or
potentially threaten organizational competency.
2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the
collaborative power of the organization to learn at or above the speed of change.
3 Develop its Leadership capacity to support learning agility at the organizational
level. This includes the capacity to lead change.
4 Put in place and evolve the organizational learning and performance support
systems that sustain individual and collective learning agility: Develop processes,
systems, structures, and other forms of support that provide people in the
organization the help they need in their coordinated learning and execution activities.
5 Evolve its learning & support technology infrastructure to optimize
and support organizational learning agility
Copyright Conrad Gottfredson, Bob
Mosher 2012

20. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Mastery
Train
Copyright Conrad Gottfredson, Bob
Mosher 2012

21. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Concept &
Task Mastery OTJ Competence
How are you
intentionally
helping
this happen?
Train Transfer
Time Time
Copyright Conrad Gottfredson, Bob Mosher 2012

22. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Concept &
Task Mastery OTJ Competence
How are you
intentionally How dynamic are
helping your learners?
this happen?
Train Transfer Sustain
Time Time
Copyright Conrad Gottfredson, Bob Mosher 2012

23. Evolve learning & support technology infrastructure to
optimize and support organizational learning agility.
Reference
and critical
skills
learning
Train Transfer Sustain
Software Authored Embedded Performance Support Solution (EPSS)
Time to Competence
(50% reduction on average)
Copyright Conrad Gottfredson, Bob Mosher 2012

24. Put in place and evolve the organizational learning and
performance support systems that sustain individual and
collective learning agility
Aligned to deliver ROI and specific business benefit
Embedded in the workflow and readily available at the moment of apply.
According to specific roles and varying access needs (role and
Contextual
circumstance)
Only what’s needed in the form needed to effectively perform
Just enough
inside the business process
with formal learning to compliment and extend current learning
Integrated
investments
Trusted and current in every place.
Across multiple EPSS solutions creating an overarching PS
Scalable
Framework
Copyright Conrad Gottfredson, Bob
Mosher 2012

25. Thank you for participating!!
• b.mosher@ontuitive.com
• c.gottfredson@ontuitive.com
• www.ontuitive.com
Copyright Conrad Gottfredson, Bob
Mosher 2012