1. #CLOwebinar
Sponsored By:
The presentation will begin at the top of the
hour.
A dial in number will not be provided.
Listen to today’s webinar using your computer’s
speakers or headphones.
Welcome to the webinar!

2. #CLOwebinar
Tools You Can Use
Audio Control
– A dial in number
will not be
provided.
– Adjust the volume
on your computer
or headphones

3. #CLOwebinar
Questions and Handouts
You can submit questions by
clicking on this icon here.
You can download a PDF of the
slide deck by clicking here.

4. #CLOwebinar
Sponsored By:
1. May I receive a copy of the slides?
YES! Click on the handouts list located on the right
portion of your screen.
2. May I review the webinar recording at a later
date?
YES! You may log in again using today’s link to review
the presentation on-demand.
3. Is this webinar HRCI or SHRM certified?
YES! The HRCI and SHRM certification codes will be
sent in the same follow up email as the recording
Frequently
Asked
Ques0ons

5. How
Will
the
Fourth
Industrial
Revolu5on
Impact
HR
&
Learning
&
Development
in
the
Future?

6. 6
Professor
Klaus
Schwab
Founder
and
Execu5ve
Chairman
of
the
World
Economic
Forum
“…the
breadth
and
depth
of
these
changes
herald
the
transforma5on
of
en5re
systems
of
produc5on,
management,
and
governance.”

7. 7
Importance
of
Human
Interac5on
Simon
Sinek:
hPps://www.youtube.com/watch?v=4VdO7LuoBzM

8. 8
Welcome
to
the
Industrial
Revolu5on
4.0
Empowering
Corpora5ons
Empowering
People
Scalable
Efficiency
Doing
things
right
Scalable
Adaptability
Doing
the
right
things
1.0
2.0
3.0
4.0
Mechanical
Electrical
Internet
Digital
1784
1870
1969
Today
Mechanical
produc3on
equipment
Mass
produc3on
Automated
produc3on
Automated
complex
tasks
10x
impact
of
the
internet
revolu5on
Blurring
the
physical
and
cyber
digital
divide
Impact
Socio-­‐economic
Industry
Government
Individual

9. 9
Forces
of
Change
Demographics
• Millennials
50%
of
workforce
• Baby
Boomers
working
longer
Technology
• Digital
is
everywhere
• Disrup5ng
business
models
Social
Contract
• Altered
employee/employer
rela5onship
• 2
yrs.
is
avg.
job
stay
• Rapid
career
growth
Speed
of
Change
• Compu5ng
power
doubles
every
2
years
• Organiza5ons
must
be
more
agile

10. 10
Poll
Has
your
organiza5on
gone
through
a
reorganiza5on
within
the
past
year?

11. 11
What
Are
the
Implica5ons
for
Business?
Customer
expecta5ons
Product
enhancement
Collabora5ve
innova5on
Organiza5onal
forms

12. 12
“the
emergence
of
global
pla<orms
and
other
new
business
models,
finally,
means
that
talent,
culture,
and
organiza3onal
forms
will
have
to
be
rethought.
BoDom
line:
business
leaders
and
senior
execu3ves
need
to
understand
their
changing
environment,
challenge
the
assump3ons
of
their
opera3ng
teams,
and
relentlessly
and
con3nuously
innovate.”

13. 13
The
Employee
Journey
Onboarding
Social
connectedness
Learning
Performance
improvement
Career
development
Personal
growth
MASTERY
MEANING
AUTONOMY

14. 14
Our
job
now
is
simply
to
deliver
learning
to
where
people
are.

15. 15
Applying
Design
Thinking
to
the
Flow
of
Work
Instruc5onal
Design
Experien5al
Design

16. 16
From
e-­‐Learning
to
Digital
Learning
in
One
Genera5on
Source:
Bersin
by
DeloiDe,
2017

17. 17
Quality
Learning
Matrix
Blackboard
Business
&
Government
Organiza5onal
Planning
Educa5onal
Prac5ce
Technology
Ecosystem
Learner
Opportuni5es
Learner
Success
Vision
&
Strategy
Curricular
Design
&
Readiness
Plalorm
Balance
&
Performance
Audience
Iden5fica5on
Registra5on
Management
&
Governance
Instruc5onal
Design
&
Course
Development
Iden55es,
Roles
&
Access
Learner
Awareness
&
Opportunity
Posi5oning
Learner
Support
&
Help
Desk
Program
Development
Instructor
Development
&
Support
Process
&
Data
Integra5on
Marke5ng
&
Learner
Iden5fica5on
Risk
Alerts,
Interven5on
&
Coaching
Business
Model
Curricular
&
Instruc5onal
Innova5on
Adop5on
&
Use
Learning
Opportunity
Management
Pathway
Planning
&
Course
Scheduling
Analy5cs
&
KPIs
Assessment
&
Measurement
Opera5ons
&
Service
Delivery
Metrics
&
Repor5ng
Career
Connec5ons

18. 18
Poll
Has
your
L&D
spending
changed
in
the
past
three
years?
or
Do
you
an5cipate
your
L&D
spending
to
grow?

19. 19
Companies
Are
Realizing
the
Importance
of
Learning
As
an
Integrated
Element
of
Work….
Almost
every
CEO
and
CHRO
reports
that
their
companies
are
not
developing
skills
fast
enough
or
leaders
deeply
enough
66%
expect
to
increase
the
number
of
formal
learning
hours/employee
>60%
plan
to
increase
L&D
spending
83%
of
companies
rate
this
issue
as
important
and
54%
rate
it
as
urgent
This
topic
is
number
two
on
minds
of
CEO
and
HR
leaders
About
40%
of
CLOs
say
that
their
ini5a5ves
are
either
“ineffec5ve”
or
“neutral”
in
assessing
the
capabili5es
and
gaps
of
employees

20. 20
Next
Gen
Corporate
Academies
In-­‐person
classroom
experiences
that
are
high
impact
and
immersive
Mobile
plalorms
for
learning
at
your
finger5ps
Analy5cs
for
learning
to
enhance
performance
and
measure
impact
Workplace
learning
that
is
core
to
a
company’s
culture
The
corporate
academy
of
the
future
Use
of
big
data
and
predic5ve
analy5cs
to
improve
learning
con5nually
A
culture
of
social
learning,
real-­‐
5me
feedback,
sharing,
and
networking
Physical
separa5on
from
the
“daily
grind”
to
develop
new
skills
and
behavior
Cloud-­‐based
learning
that
is
mobile
and
mul5plalorm

21. 21
Demographics
• Younger
employees
feel
the
greatest
comfort
with
digi5za5on
Technology
• Cloud
expansion
=
MOOCs,
SPOCs,
videos,
learning
games,
e-­‐coaching,
virtual
classrooms,
online
performance
support
and
simula5ons
Social
Contract
• Empowered
learners
share
content
and
knowledge
across
companies
• Shared
training
Speed
of
Change
• FlaPened
learning
hierarchy
sharpens
messaging
and
broadens
the
pool
of
available
content
Forces
of
Change
Suppor5ng
Organiza5onal
Learning

22. 22
One
global
Asian
original
design
manufacturer
offers
a
digital
3-­‐D
learning
environment
at
its
virtual
model
factory.
This
system
lets
employee
par5cipants
“see”
and
“feel”
complex
equipment
deployed
at
many
of
the
company’s
plants.

23. 23
Where
to
focus?
Design
Content
Business
Model
Having
the
right
content
that’s
easy
to
find
when
it’s
needed
Crea5ng
the
right
environment
with
the
right
team
How
technology
is
used
determines
success
more
than
the
technology
itself

24. 24
Design
Thinking
Focuses
on
Employee
Experiences

25. 25
Shir
in
Mindset
from
Solely
Learning
to
a
Performance
Focus
L&D
should
be
asking
“what
outcomes
do
we
want
and
what
does
a
great
employee
experience
look
like?”

26. 26
People
Generally
Learn
Best
When
Their
Learning
and
Their
Work
Are
Aligned
Learning
integrated
with
work
will
produce
bePer
results
in
terms
of
behavior
change
and
performance
improvement
than
when
learning
is
en5rely
separated
from
work.

27. 27
Greater
Importance
on
Design
Thinking
Means
Faster
Organiza5onal
Growth
On-­‐the-­‐job
vs.
formal
training
impact:
3X
greater
performance
improvement
Exposure
to
on-­‐the-­‐job
learning
ac5vi5es:
increased
engagement
2
½
X

28. 28
Iden5fying
Type
of
Content/Learning
Source:
Bersin
by
DeloiDe,
2017
Explosive
Growth
in
Microlearning
Microlearning
Macrolearning
I
need
help
now.
I
want
to
learn
something
new.
Two
minutes
or
less
Topic-­‐
or
problem-­‐based
Search
by
asking
a
ques5on
Video
or
text
Indexed
and
searchable
Content
rated
for
quality
and
u5lity
Several
hours
or
days
Defini5ons,
concepts,
principles,
and
prac5ce
Exercises
graded
by
others
People
to
talk
with,
learn
from
Coaching
and
support
as
needed
Is
the
content
useful
and
accurate?
Is
the
author
authorita3ve
and
educa3onal?
Video,
ar3cles,
code
samples,
tools
Courses,
classes,
MOOCs,
programs

29. 29
Applying
Micro
&
Macrolearning
Source:
Bersin
by
DeloiDe,
2017

30. 30
Source:
Bersin
by
DeloiDe,
2017
Employees
Are
Overwhelmed…
The
average
mobile
phone
user
checks
the
device
150
0mes
a
day
Of
the
U.S.
popula5on,
40%
believes
that
it
is
impossible
to
succeed
at
work
and
have
a
balanced
family
life
The
“average”
U.S.
worker
works
47
hours
and
49%
work
50
hours
or
more
per
week,
with
20%
at
60+
hours
per
week
The
“average”
U.S.
worker
now
spends
25%
of
the
workday
reading
or
answering
emails
More
than
80%
of
all
companies
rate
their
business
“highly
complex”
or
“complex”
for
employees
Fewer
than
16%
of
companies
have
a
program
to
“simplify
work”
or
help
employees
to
deal
with
stress

31. 31
Source:
Bersin
by
DeloiDe,
2017
…and
Spend
Too
Much
Time
Searching
28%
19%
14%
39%
Reading
and
answering
emails
Searching
for
and
gathering
informa5on
Communica5ng
and
collabora5ng
internally
Knowledge
workers
spend
less
than
40%
of
the
average
work
week
on
tasks
specific
to
their
jobs

32. 32
Typical
Forgetng
Curve
for
Newly
Learned
Informa5on
Source:
Bersin
by
DeloiDe,
2017

33. 33
Solu5on
Is
Three
Simple
Things:
Repe55on,
Spacing,
Ques5oning
Source:
Bersin
by
DeloiDe,
2017

34. 34
Source:
Bersin
by
DeloiDe,
2017
1. Organiza5on
focuses
on
long-­‐term
career
success
of
its
workers
2. Organiza5on
focuses
on
enabling
workers
to
perform
well
in
current
role
3. Organiza5on
employs
design
thinking
in
development
opportuni5es
4. Organiza5on
offers
high-­‐value
learning
and
development
experiences
5. Organiza5on
rewards
employees
for
development
6. Organiza5on
gives
stretch
assignments
as
part
of
worker
development
7. Employees
are
able
to
influence
which
tasks
are
assigned
to
them
8. Organiza5on
is
clear
on
decision-­‐making
processes/ability
9. Risk-­‐taking
is
rewarded
in
the
organiza5on
10. Mistakes
are
valued
as
learning
opportuni5es
11. Organiza5on
u5lizes
experiences
for
development
12. Organiza5on
gathers
data
on
worker
performance
in
several
ways
What
really
maPers
• Careers
• On
the
job
• Experien5al
• Reward
systems
• Empowerment
• Learn
from
mistakes
• Performance
data
• Culture
of
learning

35. 35
New
Capabili5es
Needed
Source:
Bersin
by
DeloiDe,
2017
Experience
Management/
Architecture
Technology
Tools
&
Leadership
Experience
Leadership
Experience
Design
Branding
&
Communica5on
Data
Analysis
Content
Cura5on
Mul5media
Development
App
Development
User
Experience/
Interface
Design
Division/Country
Leadership
Instruc5onal
Design
Content
Development
Learning
Delivery
Learning
Evalua5on
LMS
Administra5on
L&D
Performance
Consul5ng
Tradi3onal
Learning
Organiza3on
Capabili3es
New/Enhanced
Learning
Organiza3on
Capabili3es
Strategic
Core
Enablers

36. 36
Today
Tomorrow
Learning
is
a
series
of
corporate
programs
built
around
L&D-­‐designed
content
and
L&D-­‐approved
experts.
Learning
is
an
“environment”
and
an
“experience,”
leveraging
experts,
content,
and
materials
sourced
and
recommended
by
external
communi5es
as
well
as
by
other
employees
and
internal
experts
(not
just
L&D).
The
learning
environment
is
managed
by
a
corporate
learning
management
system—essen5ally
a
large
catalog
filled
with
courses.
The
learning
environment
feels
like
a
consumer
website
that
provides
videos,
courses,
content,
and
access
to
experts—as
well
as
recommenda5on
engines
that
help
people
find
precisely
what
they
need.
L&D,
business,
and
compliance
experts
push
out
training,
iden5fying
required
courses
to
be
completed
by
employees
based
on
roles.
Employees
pull
learning,
naviga5ng
and
accessing
opportuni5es
from
inside
and
outside
of
the
company.
The
focus
is
on
internal
training
sanc5oned
by
the
company.
External
training
is
available
from
any
digital
content
source.
Learning
professionals
are
generalists
who
do
everything
from
design
to
development,
logis5cs,
and
measurement.
Learning
professionals
are
specialists
who
are
excellent
at
the
component
they
own.
Training
follows
a
lecture-­‐based
model
guided
by
an
expert.
Training
is
experien0al,
relying
on
simula5ons,
case
studies,
and
flipped
classrooms.
Employees
learn
specific
skills
through
expert-­‐guided
instruc5on
Employees
learn
how
to
learn
through
facilita5on
and
coaching.
Organiza5ons
create
detailed,
exhaus5ve,
skills-­‐based
competencies
that
drive
the
learning
agenda.
Organiza5ons
create
high-­‐level
frameworks
that
outline
broad
capabili5es.
The
learning
organiza5on
plays
a
lead
role
in
what
a
person
learns
and
focuses
on
delivering
work
experiences,
interac5ons
with
others,
and
formal
training
in
the
tradi5onal
70-­‐20-­‐10
ra5o.
The
learning
organiza5on
plays
a
suppor0ng
role
in
what
a
person
learns,
expanding
the
10
to
include
“inside”
and
“outside”
learning;
shiring
the
20
to
include
internal
and
external
networks;
and
redefining
the
70
to
include
corporate,
community,
and
social
experiences.

37. 37

38. 38
Why
Blackboard?
We
want
to
inspire
the
world
to
learn!
• Anywhere
• Any
device
• At
any
age

39. 39
Blackboard:
The
largest
learning
company
in
the
world
Serving
100
million
users
in
100+
countries
3,000
HE
Ins5tu5ons
in
North
America
1,900
Interna5onal
Ins5tu5ons
9,300
K-­‐12
Schools
and
Districts
1,800
Corporate
and
Government
Orgs

40. 40
Your
partner
in
change
100M
learners
and
users
19+
yrs
15+
yrs
14+
yrs
19+
yrs
18+
yrs
Years
present
across
the
world
17+
yrs
13+
yrs
16+
yrs
17+
yrs
21
yrs

41. 41
The Blackboard solution
Reporting,
Dashboards &
Analytics
Blackboard Learning
& Development
Platform
Implementation
and strategic
services
Bb Collaborate
Bb Registration
and Management
Content Authoring,
Ally & Custom
content
development
Blackboard
for Business

42. 42
Allstate
Insurance
(US)
Training
for
Employees
Training
for
remote
staff
across
the
US
• Allstate
Insurance
trains
the
employees
at
their
dispersed
offices
across
the
US
• Allstate
emphasizes
the
importance
of
brand
standards
and
service
standards
• Suppor0ng
staff
in
a
total
of
14
geographies
Sales
Support
Focused
on
revenue
growth
• Offer
a
consistent
and
uniform
curriculum
to
all
staff
• Focused
on
the
benefits
and
best
prac0ces
for
sale
of
insurance
instruments
• Training
15,000
employees
annually
Use
of
the
System
The
flexibility
of
Bb
allows
BBVA
to
use
the
learning
tools
in
several
different
ways:
• Corporate
Training
Pla]orm
• Integrated
with
the
Bb
Registra0on
and
Management
Module
• Hired
Bb
Consul0ng
and
outsourced
system
administra0on

43. 43
Leading
Global
Teaching
Hospital
Training
at
Medical
School
College
of
Medicine
and
new
Medical
School
in
2017
• Hybrid
model
–
HE
and
Bb4B
• Onsite
Academic
Technology
Planning
onsite
w/eStrategy
component
• All
Med
School
courses
now
have
a
Bb
element
Account
Growth
True
partnership
and
significant
growth
poten3al
• Clients
of
Learn,
Collaborate,
Registra0on
&
Management
Module,
Consul0ng
• Have
an
ongoing
Consul0ng
engagement
• Academic
Technology
Planning
• Course
Design
Pilot
• Rebranding
Services
(CSS)
• People
Analy0cs
Use
of
the
System
Uses
mul3ple
Blackboard
Products
and
Services
• Train
healthcare
providers
in
Africa
via
Bb
Collaborate
• Students
par0cipate
in
live
training
with
surgeons,
then
take
test
on
mobile
devices
in
real-­‐0me
• Surgeon/instructor
shares
results
with
class
on
overhead
and
determines
who
will
join
surgery
that
day.
• 152k
employees
trained
annually

44. 44
ADP,
beDer
collabora3on
means
more
effec3ve
learning
Background
ADP
(based
in
New
Jersey,
57k
employees)
decided
to
make
a
change
in
how
it
trained
its
sales
force.
That
investment
meant
an
improved
learning
environment
for
its
employees
through
the
Blackboard
Learn
plalorm.
Just
a
few
years
ago,
ADP’s
new
sales
associate
training
was
an
intensive,
lengthy,
and
expensive
process
that
required
trainees
to
spend
a
great
deal
of
5me
away
from
customers
and
prospects.
ADP
wanted
to
improve
that
process,
and
its
business
results,
so
the
company
decided
to
pilot
a
distance-­‐
learning
program
in
order
to
streamline,
and
improve,
its
sales
training
regimen.
Benefits
of
the
new
learning
plalorm
were
evident
right
from
the
start.
Although
5me
inside
a
formal
classroom
lessened,
students
became
more
engaged
in
the
sales
process.
Comprehension
quickly
increased
while
reten5on
and
grades
rose.
In
the
end,
ADP
experienced
a
true
impact
on
their
business.
hPp://blog.blackboard.com/case-­‐study-­‐blackboard-­‐pays-­‐off-­‐
for-­‐sales-­‐training-­‐adp/
Solu5on
benefits
• $1.5-­‐$1.6
million
savings
in
training
expenses
• 60-­‐day
increase
in
sales
produc5vity
for
trainees
• 12%
increase
in
first
year
annual
sales.
• Increase
in
reten5on
of
sales
force
• Increase
in
comprehension
• Increase
in
engagement
• Improvement
in
grades
&
mastery

45. 45
Ci5banamex
Degree
programs
for
Leadership
• Administra0on
of
Sales
• Administra0on
of
service
and
opera0on
• Administra0on
of
banking
opera0ons
• Masters
in
Human
Behavior
and
Leadership
• Business
Administra0on
(in
collabora0on
with
Tecnológico
de
Monterrey).
• Hundreds
of
graduates
have
come
through
the
program
in
past
8
years
with
lienses,
master’s
degrees
and
diplomas.
Real
Time
Mee0ngs
&
Training
for
Bank
Employees
• Offer
real
0me
mee0ngs
and
training
to
all
bank
employees
in
Mexico
using
Blackobard
Collaborate
Use
of
the
System
The
flexibility
of
Bb
allows
Ci3banamex
to
use
the
learning
tools
in
several
different
ways:
• Corporate
Training
Pla]orm
through
Blackboard
Learn
• Integrated
with
the
Bb
Registra0on
and
Management
Module
• Hired
Bb
Consul0ng
for
technical
and
strategic
consul0ng
during
implementa0on
and
con0nue
to
purchase
services
including
content
and
course
development.

46. 46
Federal
&
Department
of
Defense
Overview
40
Cabinet
level
agencies
using
Blackboard
today
115
Schools
for
Training
&
Educa5on
Largest
client
US
Army
with
350k
users
ATO
for
FEDRAMP
coming
later
this
year
DOD
clients
choose
Blackboard
because
of
our
breadth
of
experience,
and
extremely
high
sa5sfac5on
levels
Corporate
academies
are
poised
for
change
on
the
order
of
magnitude
experienced
a
century
ago
New
Customers
Online
&
running
in
30
days

47. 47

48. SPECIAL
OFFER
FOR
CLO
WEBINAR
PARTICIPANTS
• $50
off
registra0on
fee
• Offer
runs
April
19th,
2018
–
May
18,
2018
• Limited
to
the
first
100
redemp5ons
• Use
code
BbWCLO18
to
register
at
BbWorld.com
NOTE:
discount
not
valid
for
speakers
or
other
reduced
rate
registrants
(AKA,
daily
or
pre-­‐cons)
WHY
ATTEND
• 3
days
of
speakers,
panels,
workshops
&
informa5onal
sessions
• Network
with
over
2,000
like-­‐minded
aPendees
• Learn
the
latest
0ps
&
tricks
to
deliver
compelling
content
• Meet
face-­‐to-­‐face
with
over
200
product
experts

49. 49
Con5nue
the
session
with
your
ques5ons
and
discussion
Tom
Holz
Senior
Director
Blackboard
Business
&
Government
Web:
go.blackboard.com/forbusiness
Email:
tom.holz@blackboard.com
LinkedIn:
linkedin.com/in/tholz
TwiDer:
@tom_holz

50. 50
Sources
• hPps://www.mckinsey.com/business-­‐func5ons/organiza5on/our-­‐insights/
learning-­‐at-­‐the-­‐speed-­‐of-­‐business
• hPps://www.foreignaffairs.com/ar5cles/2015-­‐12-­‐12/fourth-­‐industrial-­‐
revolu5on
• hPps://www.thedualarity.com/industrial-­‐revolu5on-­‐4-­‐0-­‐2/
• hPps://www.weforum.org/agenda/2016/01/the-­‐fourth-­‐industrial-­‐revolu5on-­‐
what-­‐it-­‐means-­‐and-­‐how-­‐to-­‐respond/
• hPps://www2.deloiPe.com/content/dam/DeloiPe/global/Documents/
HumanCapital/gx-­‐dup-­‐global-­‐human-­‐capital-­‐trends-­‐2016.pdf
• hPps://www.youtube.com/watch?v=4VdO7LuoBzM
• hPp://yemphoto.com/blog/wp-­‐content/uploads/2010/03/
tech_kids(pp_w768_h512).jpg
• hPps://www.youtube.com/watch?v=4VdO7LuoBzM

51. #CLOwebinar
Register for the next webinar!
The Business Case for Adaptive
Learning: Drive ROI and Unlock
Performance
Tuesday, April 24, 2018
Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for all upcoming Chief Learning Officer Webinars at
clomedia.com/webinars