Today’s successful workplaces are fast moving, global and digital. Learning innovation, done well, delivers results that can support sustainable, agile workplaces. Business and learning leaders alike need to expect more. View the slides from our launch webinar with Laura Overton.
8. 80%
are willing to share
what they know
with peers
18% overall need help getting started
87% 84% 76% 71% 69%
21-30 31-40 41-50 51-60 Over 60
9. 61%
of staff
are motivated by
using technologies
that allow them to
network and learn
with others
73% 64% 58% 40% 45%
21-30 31-40 41-50 51-60 Over 60
17. PROVIDE A FASTER RESPONSE TO CHANGING
BUSINESS CONDITIONS
95%
DIGITAL
TALENT
L&D want to cultivate agility
18. DIGITAL
TALENT
L&D want to influence culture
98% WANT TO INCREASE THE SHARING OF GOOD PRACTICE
94% WANT TO IMPROVE TALENT RETENTION STRATEGIES
19. “A learning organisation is a group of people
working together collectively to enhance their
capabilities to create results they really care
about.”
Peter Senge, author of The Fifth Discipline
DIGITAL
TALENT
The Learning Organisation
20. 14%
Productivity increase
24%
Faster rollout of change
18%
Improvement in customer
satisfaction
15%
Improvement in speed to
competency
LEARNING INNOVATION DELIVERS WHAT
THE C-SUITE REALLY CARES ABOUT
www.towardsmaturity.org/c-suite2016
21. Building the new Learning Organisation
Integrating learning and work
Transforming the transactional
Boost
PERFORMANCE
Cultivate
AGILITY
Fine-tune
PROCESS
Improve
EFFICIENCY
Influence
CULTURE
22. We still have along way to go
Integrating learning and work
Transforming the transactional
Boost PERFORMANCE
29% achieved
Cultivate AGILITY
24% achieved
Fine-tune PROCESS
39% achieved
Improve EFFICIENCY
41% achieved
Influence
CULTURE
21% achieved
28. Data that
digs deeper
Performance
analytics that allow
us to understand
relationships and
inform decisions
Defining
Need
Understanding
Learners
Work
Context
Building
Capability
Ensuring
Engagement
Demonstrating
Value
THE TOP 10%
T O W A R D S M A T U R I T Y I N D E X
TOP
DECK
TOP LEARNING ORGANISATIONS
29. The Top Deck provide a glimpse of how to become a
‘learning organisation’
more likely to report that their modernised learning strategy is
delivering:
> Improved capability of the organisation to solve problems
more likely to report:
> Ability to respond faster to changing business conditions
> Increased ongoing sharing of good practice
> Integration of learning into the workflow
more likely to report they have:
> Facilitated new ways of working
> Increased in self-directed learning
> Reduced time to competency
> Driven business innovation
When compared to those in the bottom quartile, those in the Top Deck are:
11x
7x
6x
30. 61% ARE FAILING TO
ACHIEVE ANY OF THE 5
OUTCOMES
The reality: we’re still delivering organisational learning
DIGITAL
TALENT
33. The Top Deck inspire us, but how do we get there? Time to break it down…
Integrating learning and work
Transforming the transactional
Boost
PERFORMANCE
Cultivate
AGILITY
Fine-tune
PROCESS
Improve
EFFICIENCY
Influence
CULTURE
35. High achievers are
more likely to be
using these top tools
75%
96%
93%
83%
71%
84%Internal / enterprise
information services
Internal learning portals
Job aids (e.g. checklists,
infographics)
42. High Achievers are
more likely to be
using these top tools
82%Mobile devices
Job aids (e.g. checklists,
infographics) 87%
Communication tools
(e.g. Slack, WhatsApp)
Sharing applications
(e.g. SlideShare, OneDrive) 77%
87%
43. Achievers…
Responding at the
speed of work
71%
agree learning is
delivered in time
to meet the needs
of business
BOOSTING PERFORMANCE: TACTICS
47. Summary
Boosting Performance
Respond at the speed of work
Design for learning transfer
Cultivating Agility
Don’t box staff in, listen!
Encourage learning from mistak
49. High Achievers are
more likely to be
using these top tools
Influencing Culture: Tools
User Generated Content
2x as likely
Podcasts 2x as likely
Curation tools/feeds
2x as likely
Figure 28: Exploring emerging technologies in a learningcontext
Culture influencers Non-achievers
Looking at wearable
technologies as part of learning
14%
11%11%
7% 5%
Starting with augmented /
virtual reality
Using artificial intelligence tools
(e.g. Intelligent Tutoring
Systems, virtual assistants)
19%
50. Achievers…
create the link
between learning
and business
81%
agree their people
know how work is
linked to org.
performance
INFLUENCING CULTURE: TACTICS
56. What do we need
to do for
ourselves before
we can help
others?
57. Priority skills for modern L&D teams
“LEARNING AND
DEVELOPMENT”
Managing learning
Personal Understanding the business
problem
Design and delivery
(technical)
Supporting Performance
Design and delivery
Evaluating impact
58. Page 66
Managing learning
Personal Understanding the business
problem
Design and delivery
(technical)
Supporting Performance
Design and delivery
Evaluating impact
Skills in place (Rest)Priority skills (All) Skills in place (Top Deck)
59. 70
experience
20
social
10
formal
2x likely to encourage L&D staff to keep reflective
learning logs
50% more likely to encourage L&D to spend time in
operational areas of business
50% more likely to encourage L&D staff to develop
external learning networks
60% more likely to offer professional CPD and
qualifications
The Top Deck are building L&D skills
65. Integrating learning and work
Transforming the transactional
Boost
PERFORMANCE
Cultivate
AGILITY
Fine-tune
PROCESS
Improve
EFFICIENCY
Influence
CULTURE
How to go with the flow – tap into the way that modern workers learn
How to improve the employee experience
How to build business buy in
For all ages
For all ages
Organisational (External complexity forces)
► Growing in a complex world
► Managing the demands of over-regulation
Organisational (Internal complexity forces)
► Driving digital and the need for a new business model
► Investing in intelligent data analytics
People (External complexity forces)
► Continually innovating and exceeding the customer experience
► Addressing major talent and capability gaps
People (Internal complexity forces)
► Leveraging value from more demanding employees
► Unleashing the power of people
41% of CEOs anticipate that their company will be significantly transformed over the next 3 years. That number has risen significantly from the 2015 survey, in which 29% of CEOs held that opinion.6
There has never been a more critical time for the C-suite to demand more from their business leaders and people professionals.
We understand the need to change
We understand the need to change
Skill- 62% lack of skills amongst staff to manage own learning, 59% lack of skills in L&D to implement & manage new learning
Attitude- 58% reluctance of line managers to encourage new ways of learning
Knowledge- 54% L&D lack knowledge about potential use and implementation of technology
Money- 66% cost of development
Skill- 62% lack of skills amongst staff to manage own learning, 59% lack of skills in L&D to implement & manage new learning
Attitude- 58% reluctance of line managers to encourage new ways of learning
Knowledge- 54% L&D lack knowledge about potential use and implementation of technology
Money- 66% cost of development
- ' There's Data and there's Data!' - what type do you need to make long term decision on your L&D strategy - 'we are passionate about data that drives performance rather than data that continually describes the status quo'
Evidence-based decision-making
Main message: it is clear - L&D leaders around the globe see their role in the future as an enabler of self-sustaining learning culture that builds business performance and agility.
They have something to teach us.
The Top Deck are shifting from organisational learning to building a ‘learning organisation’
We understand the need to change
Skill- 62% lack of skills amongst staff to manage own learning, 59% lack of skills in L&D to implement & manage new learning
Attitude- 58% reluctance of line managers to encourage new ways of learning
Knowledge- 54% L&D lack knowledge about potential use and implementation of technology
Money- 66% cost of development