Thursday, June 03, 2010

#IEL2010 Thursday Morning Keynote

Winner: Game Jam
Peoples Choice: Opus Scriptor
Judges Choice: Writers Block (Hey Sid! We WON!)
A Global Learning Enterprise
Presenter: Frank J Anderson Jr.

This is the keynote link. Worth listening to all of the keynotes.

Global Learning Enterprise - perspective of "Total Learning Assets"

This starts with an innovation mindset
Takes leadership top-cover to complete the long journey

In past 8 years - DAU most successful corporate learning institution in the world (recognition) (they really are good!!!! That's why I come to this conference!)

Leading a Learning Revolution
- Business Alignment
+ View yourself as part of the business process
+ NOT as a training organization.
+ We develop the most critical asset to the organization - people
- Learning: Mission focused
+ Understand the dynamic nature of the culture
- Organizational Structure
+ Right people on the bus
- Learning Processes
- Technology and Capacity
+ Technology is an enabler - to the strategy
+ Think long term and short term. Then tactics. All must align

In order to be successful / achieve savings - must be successful with acquisition programs (the main goal - US President)
- People goal: High quality, agile and ethical Defense Acquisition workforce
- Focus on availability at the LEARNER'S POINT OF NEED

At every corporate organization - a business outcome that all employees and resources need to align to be successful
- Must have business processes
- We must translate to help the employees and everyone align to that goal

Learning: Mission-focused
- Defense Acquisitions prepare the people who buy things for DoD

Learning Architecture
- Core body of knowledge - intellectual capital.
+ These become the courses
- KNowledge sharing / continuous learning
+ Shelf life of knowledge there - 2.5 years
+ Gotta keep the workforce current
- Communities of Knowledge
- On-site consulting - faculty in the field
- CL Module
- Formal courses

Enterprise Learning strategy
- Training courses
- Continuous learning
- Peer to peer knowledge.

Debate in corporate training - structured vs. informal
- Wrong discussion
- How do you integrate them?
- Right resource at right point in time.
- When a person needs to know - the resource is available

At the end of the day - we are trying to create a learning environment where everyone in organization knows everything.
- When people get to work and need to know - 3 clicks, can get a learning resource that will help them work successfully

It is not about technology. It is about how you organize learning assets
- Anytime, anywhere, as needed

Focusing on training courses....really need to think more about the long tail and the peer-to-peer.

The Long Tail of Training
- Continuous learning modules
- Communities of Practice
- Look at unique program because working on a niche item

Isn't gonna happen every day

The learning architecture has to deliver resources at point of need
- The LEARNER controls

Training courses are important
- Schedule space, get employees in classroom etc.
- It's an event.

Ex. Earned Value Management
- Was training course - traditional
- Turned into eLearning course - reached more people
- Broke course into modules - more than 75K people than the eLearning course
+ (Power of chunking!!!)

Training course - people don't remember. Only retain about 33% 48 hours after the course.
- In 30 minutes - only retain 58%. For good listeners.
- What you retain - tied to what you need immediately

Learning at point of need
- Some training - done with understanding that they won't retain the information
- The long learning tail provides resources at the person's point of need
- Retention winds up higher when they get something at point they need to know it.

Knowledge Sharing / Continuous Learning / Mission Assistance (consultants in)
- Integrates both formal and informal.
- This results in more reach for everything!!!!!

You adapt best practices and ideas. You don't adopt
- Organize based on the environment in org
- Products / people / leadership are different

-It's the mindset of the organization
- It is us - we tightly hold on to what we are comfortable with

We are all for change - we just want to change somebody else!
- Real change and innovation requires that WE change
- We need to get comfortable being uncomfortable.
- Challenges about culture, rules, old paradigms "How we've always done it"

We can all learn to be comfortable with change

Are you willing to ASSESS past practices in the context of the current environment

Key Takeaway NT + OO = COO
New Technology + Old Organization = Costly Old Organization

Don't build COO!
- Need a learning strategy for the enterprise first

Why are you adding the technology?

Biggest cause of failure - attempt to make enterprise solution fit old organization.

Be VERY clear about what you are trying to achieve - THEN deploy technology
- e is a TOOL that enable's value.

Create an environment for collaborating, innovating and critical thinking
- There is NO There. We must continue to innovate
- Some tools
+ Teaching and learning labs
+ immersion in relevant business games and simulations
+ intact team training
+ new virtual worlds
+ enhanced classroom technology
+ True 24/7 access to learning (time / space / distance)
-- Games and simulations
-- Ability to connect
+ end-to-end learning assets - the Long tail

Everything is going to change
Those changes drive the need to continue to innovate
There is no final destination

It is not just about E - but the technologies, deployed strategically, will change business!

We are the ones who have to set the standard.

If you EVER do anything of significance - it's because you did it as a team.

Person most frustrated is the start point for the solution


A big part of the growth of DAU a result of organizations being willing to open up and let them undertand.
- The orgs helped them deploy.

The idea of sharing is very important.

Training organizations are very good at sharing best practices.

VERY important for all of us who are in training organizations that we become very good at deliberately benchmarking other organizations

Stay open to sharing best practices

DAU has 4-7 Fortune 500 companies benchmarking them each year.
- They do the same
- That exchange is a huge part of the innovation engine.

Tennessee Valley eLearning Consortium - get together and share ideas
- Bringing in the local universities + corporate orgs in the Huntsville area

FAA - online community of practice shared across FAA, DOT and other orgs
- Includes eLearning standards and documentation
- Open up for others to use.


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