Welcome and Opening Remarks - Alan Merten, President George Mason University
It’s not just about training anymore (Keynote) - Frank Anderson, Jr. President, Defense Acquisition University
Mason - Teaching, research and service.
Seemed a bit passive
So..."Learning business", research and partnership. Community-drivers and community-driven
More research across organizational boundaries.
Very subtle word changes but big meaning changes.
Background as computer scientist.
We are using technology to change the way people to learn NOT to automate existing learning paradigm.
Moved away from "distance learning" to "technology enhanced learning."
Currently in the middle of 650 mil in construction projects. (I live across the street from the Arlington Campus).
My comments: Since I grew up in the area, I've been amazed at how much this place has grown both by size and, more importantly, by reputation.
How do we expand the ability of America to learn and grow?
- One of the most impt. nat. security issues we have.
- What we do very important for the security of the US.
If people are your greatest asset....
- What is your workforce strategy?
- How are you managing people?
- What is your knowledge strategy?
What are we doing to grow the intellectual capital of the organization. Not just about training....
DAU results a result of partnerships - internal and external.
- Growth engine a result of unabashedly stealing from others.
- See best practice. Use it.
- Avoid "Not invented here" thinking
- Hard to rapidly to adopt best practices if have not invented here thinking.
Dismount the dead horse!!!!
Use the history to analyze what the growth engine was then and to attempt to identify a growth engine for the future.
Went from Classroom training - realized not enough reach - to a more multi-media system
- Don't be wedded to how you have always done things!
We convinced ourselves that we are more than a training org. We are managing intellectual capital.
- Have to get into what managing intellectual capital means
- Think about capture and distribution
- Think about individuals and groups
- How do you organize to do that?
- Do you have the right folks in the right places?
- They did a major reorg. Painful. Made a huge difference.
Decided to keep a brick and mortar infrastructure but also add 24/7 access.
- Vacant positions frozen. Ask strategic questions first.
- What do we want that person to bring to the table? Does it require a new job, job positioned elsewhere?
Knowledge distribution - drove business decisions.
They are a global institution - deliver training around the world. Therefore CAN'T be just brick and mortar.
Gotta find a way to connect with everyone. Their solution - web presence.
- BIG numbers of delivered training.
Learning at the point of need!!!!
- Hub of how organize resources.
- Take time to figure out what is your LEARNING ARCHITECTURE
- Knowledge resources
- Ask a professor
- Virtual library
- Oh yeah, and world class training courses - web and classroom
Rearranged campus structure so near major buying areas in DoD.
Wow factor - taking learning architecture to solve real-time business issues.
- If can do THIS, $$$$$
Wiiifm - What is in it for me!
- Why would the $$$ person give us the money. Want them to feel good about giving $$$
- Keeping this in mind - change how you do business
Develop product for CLIENT, not TRAINER
Learning at the point of need.
- Position learning orgs so deliver resources when people in workplace want and need.
- Why web presence and delivered resources critical.
For web course - increased throughput and also broke up and put into communities of practice.
- Access when need it - not at special times.
- Workflow learning.
- Retention at highest when deliver resources when student is focused and able to immediately apply.
Broke up to useable modules - can get more people!!!!
+ Not everyone needs everything at once.
Communities of practice - knowledge sharing
Key principles of success
- minimize bells and whistles and maximize quick assets and simplicity of operation (for the end-users)
- Keep site simple. More complex the site - less user utility
- Needed info no more than 3-5 mouse clicks away
- Graphics more friendly than text
What is important to the client!!!!
Contact time dropped this year as page views grow. Benefit of technology and organization. Reduces frustration of customer! Get in, find, get out.
If going to grow the intellectual expertise of your people - teach people how to learn.
- Want folks who can feel confident they know everything they need to do the job.
- Learning now a competency requirement
- Know what need to know in SECONDS
- All about how you organize the intellectual capital (for us - this is why the LMS org is so critical)
20th c - courses. 21st c - learning assets
- Course a learning asset
- Community of practice - learning asset
- Modules - learning asset
To grow web, trade off resident training.
eLearning NOT to cut costs. Do it to increase reach, overcome time.
- Cost benefits, but WRONG REASON
- Can cut costs by eliminating training
- Focus on growth and expansion.
Now - 73% students touched by elearning product. Much on Own Initiation
Continuous Learning Center
- Self-initiated by employees
- Major growth
- What are people getting on own without mandate!
Knowledge is power but knowledge shared is power squared.
- How do you connect expert with expert
- How do you connect people
How do you use your learning enterprise to make your workforce smart?
- DAU now strategic tool or corporate leadership
- Reach and influence ALL of DoD
- Help to connect the community
- Promote and convey sr. mgmt messages in REAL TIME
It's about improving the effectiveness of your employees!
Corporate trainers must think strategically. Don't just focus on funding or the next course.
- How do you connect to the business mission?
- Critical for both organization and YOU
- New Technology + Old Organization = Costly Old Organization
- If you buy a technology, what would you do with it?
ADDRESS THE PROCESSES!!!!!
(please see all of my stuff on EHRs for an example of how this model works)
In DAU's case - back to the learning architecture. How do you use technology to enable the learning?
In the future
- Investigating the power of "social networking" - get the experts together.
+ Broaden the information because we connect!
- Simulations / Gaming - let people play through it up front before the problem happens.
- Cohort / Team Training - ability for people to interact. Teamwork, leadership skills, conflict resolution. Growing team behavior.
+ Connect team with THEIR issues!
+ This is where you get to WOW. Helping a project team be more effective at that time so they can work together better.
- Web 2.0 - iLink, profiles of people and content and using profiles to suggest new connections. Plus more direct relationship between front office and stakeholders.
- iTunes - DAU Campus that never sleeps. 1st non-academic corporate university listed. Your partners are critical to build this. HUGE reach. Plus - can stumble upon the training as they are already looking at other stuff. Looking at retention once they find it.
- iQuizzes - weekly quizes / polls. Links to correct info.
- 3 screens - higher retention with 3 screen than single slide. Can process visuals faster than auditory and to keep up with this briefing, have to actively engage. Don't know where the presenter is. Gotta keep up. This is a classroom technology.
Focus on understanding the technology and WHY deploying that technology.
Very deliberate about people who team with. Make sure the partner can do what you need them to do.
Can't move to the future if trapped by the past.
Remember - the learning paradigm has to move across time/space/distance/location
Remember: technology is not just for eLearning
Want to make sure can connect with next generation in ways that they already connect. Now looking to shape their learning resources to match student expectation.
For EVERYTHING that gives us an edge - deploying. For sake of engagement and support of learner, not just because it is cool.