Wednesday, June 06, 2012

#iel12 Wednesday Morning Keynote

Twitter contest - (see your Alerts in the Mobile Apps)
Don't forget the 3 secret words....And 4th secret "power"word. (No - I don't know what they are).

Tony O'Driscoll - Learning in the Era of Instant Enterprise

Market economies typified by periods of stability punctuated by technological discontinuity
- WWW (19 years old) ripe for same level of discontinuous transformation
- We are largely unprepared

Peter Drucker - we take technology to automate the past.  INSTEAD OF looking at how we do things differently
- Speed over difference
- When we look at difference - that's where the value is

Time is compressing.

Web originally - "TV"

WWW fundamentally transform collaborate, communicate, coordinate, connect, take collective action
- Enterprises having trouble with this
- Instant Enterprises - perpetual readiness for the unaniticpated
-They are asking US to help them
- How do you get an entire organization to dance with speed

What should we do to help create instant enterprises?
-  Are we ready to deliver?

Technology Disrupts
Organizations Respond
People Adapt

6981 days ago - WWW
- 3 waves of transformation
  + Part 1 - the democratization of access (look at information - read)
  + Part 2 - connectivity (connect through the web - read/write)
  + Part 3 - production (produce and consume on the web in real-time do/build)  Within the web.

social / local / mobile technologies - we are nodes
- We are always on
- How many Apps allow us to build stuff together - and make money

We are going from Internet to Immernet

Always On / Always There / But we don't seem to care
- We now take the web for granted (like the air)
- We do not pay attention because of how pervasive it is - until it doesn't work

This is an opportunity to automate what is already happening.  NOT what we used to do

- What are the patterns of learning in your organization

3D Rate of Change
Velocity = Distance / Time
Acceleration = Velocity / Time
Jerk = Acceleration / Time
With each subsequent derivative - time is speeding up

We are used to Velocity and Acceleration.  We are NOT used to Jerk.  Technology is literally Jerking humanity around.

We have to unlearn / relearn / adapt at Jerk speed

Jerk Syncopation is the pace of today.
- What's going to happen in the NEXT 6981 days?
- How can I prepare my kids for a future I can't fathom?

We are the parents of enterprise.  What are we going to do to help folks deal with the Jerk.

Web has created an electronic exoskeleton.
- We haven't quite figured out how to take advantage of this.
- This is an opportunity for us.

We need to pay attention for us to have a chance

- We are working in a whole new landscape.  What is the new digital media literacy?
- Know and know-nots of survival
- How do you get someone to understand, then navigate what is going on?
- Tech at Jerk speed.  Humanity at same pace. 
- Humans linear, tech nonlinear - how do we close the gap?

How must LEARNING change to address the Digital Divide of a Different Kind

Enterprises seek instancy
- From organization to organism
- Basic progression
  +  Science > Technology > Business > Organization (ie getting organized)

- Structural lag - takes a while to organize to extract maximum value.  Esp large enterprise.
  + This is a problem if an org is trying to move in real-time

Digital Enterprise Darwinism
- Orgs that can't sense and respond will go back to mediocrity
- Environment not getting slower

ONLY people who can solve that problem is us
- Because our whole being is about unlearning and learning

When you see the application of technology - we are seeing co-evolution of IT and business
- As IT Architecture starts to take hold
- Web changing the nature of enterprise
- Technology forcing change in enterprise itself.  Mainframe -> Hierarchy; Client Server -> Matrix, WWW -> Ecosystem (wish I had a better picture of the graph)

Instancy: Promise or Peril
- We are being held up by the structure of enterprise
- We bolted the web onto it - it is dissolving the bureaucracy
- We are increasing our ability to sense and respond to the edge.  Better we can do that - more differentiation in enterprise

How must learning change to help organizations become instant enterprises?
- This is our new job
- NOT more virtual butts in virtual seats

People adapt - orgs are nothing but people. 
- People adapt faster than orgs
- Good: We are resilient.
- Bad: If the structural lag thing doesn't sort itself out - we get sick of it and become a free agent

People when they get away from work - moving from do it yourself to do it together. 
- People aren't allowed to free agent in many orgs.

There are existing problem solving networks that are self organizing
- How are you identifying and amplifying them?

The learning genie is out of the classroom bottle.

How would you change what you do if your employees are volunteers.

i4 Value Chain - based on abundance
- Information is the new currency
- We are in an intention age!  Our intentions are being made known through the networks.
- You can give up information without giving it away.  Propagates through people
- We are just the hosts of information.  We are the transfer mechanism
- We need to create more knowledge accidents. 
- Insight drives innovation (through the knowledge accidents)

Computers don't have insight (yet)

How must learning change to help amplify and augment the i4 Value Chain

- We have to change ourselves in order to change the organization

We are our own worst enemy.
- Please see classroom - doesn't matter the time.  Looks the same.
- If there is ANY industry that has held on to ideas as FIRMLY it's ours

(The same learning assumption change that needs to now needed to occur then)

We need new THINKING

How do we leverage the invisibly pervasive web to create instant enterprises that can respond in real time to unanticipated changes in the business environment.


Harold Jarche - What are the big challenges to existing educational institutions?
- Core rigidities / core capabilities
- Irony - as you build your enterprise based on what you are good at - you build rigidities
- Trying to get more efficient at what you are good at
- Companies either exploit or explore
  + Exploit - operational efficiencies (most firms)
  + Explore - what is new and different (this is hard)
- Rigidity is cool if your core competecy has value

- Challenge for educational institutions is the rigidity in education
  + Classrooms
- Most of what we do is increasing the velocity of the existing model (like buggy whips)

- Our form factor is wrong!!! 

- Not hard to understand , hard to change

- When people ask to learn - they want to change.

Have you applied your methodology to startups?
- Yes
- Instagram bought by facebook.  They are an instant enterprise
- Can Business school help them do that? Don't know....

Where do you see the idea of content curation falling into this?
- Content is free
- We traffic in the creation of content wrapped around topic
- But so much that people can figure out by themselves - YouTube etc

- All education begins with establishing motivation

- LMS is codified in the wrong form factor for what we need

- Executives don't want productive LEARNERS, they want productive workers

- e - accelerates the efficiency, but they are not measuring change or whether it sticks
  + We are arguing on the throughput, not the output

- World has gone from small group - interview a few to a digital footprint for every human for past 20 years
  + How do you navigate this?

- Now DROWNING in data!  How do we analyze for best practice / end practice?
  + By the time we figure it out - the world has moved on....
  + We can't analyze all of the data fast enough.

We are the people people.  We know how people learn.  But we need to adapt.

Startups model - highly inefficient, but moves really fast
- The internet startups - pretty much the same characters.  They have syncopated better with jerk than we have

Most of the value has been created by a different business model.
- Jobs' big innovation is the 99 cent song.  NOT the iPod

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