The learning and organisational development directors strategy meeting 2010 no notes
1. 1
It’s a
People
Problem!
Andy Wooler
HR Technology Manager
Legal & General Group Plc
The Learning and
Organisational Development
Directors Strategy Meeting
2010
2. 2
Here’s the challenge:
“an organisation's
knowledge walks out of
the door every night – and
it might
never come back.”
SOURCE
Kevin Abley (Cap Gemini) in OR Society
Conference on Knowledge Management,
London, Nov 1998
3. 3
The Knowledge Drain
Over the next 5 years:
• Approx. 2% of our current workforce will retire
• Every year, a further 11% of the current workforce will leave
voluntarily (based on 2007 & 2008 data)
This could mean that over the next 5 years, some 50% of the
current implicit knowledge held by our people walks out of the
door and doesn’t come back
4. 4
Community of
Practice
““A Community of Practice is a
community of people who care
about the domain, thus creating the
social fabric for learning, sharing,
inquiry & trust.”
SOURCE
Wenger, McDermott, Snyder,
“Cultivating Communities of Practice”,
(Boston, Mass: Harvard Business School
Press,2002)
6. 6
Social Network
““A social network is a social
structure made of nodes (which
are generally individuals or
organisations) that are tied by one
or more specific types of
interdependency, such as values,
visions, ideas, financial exchange.
friendship, kinship, dislike,
conflict or trade.” SOURCE
http://www.wikipedia.org/wiki/Social_Graph
7. 7
Knowledge
Management
“The art of creating value from an
organisation’s Intangible Assets.”
SOURCE
Kevin Abley (Cap Gemini) in OR Society
Conference on Knowledge Management,
London, Nov 1998
8. 8
Here’s another
challenge:
“If we don’t deal with this,
Corporate Comms or IT
will – indeed, they may
already believe they have
done so!”
9. 9
Socialisation Externalisation
Combination
Tacit Knowledge Explicit Knowledge
TacitKnowledgeExplicitKnowledge
Internalisation
Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese
Companies Create the Dynamics of Innovation”
The Knowledge Spiral
10. 10
Socialisation
Combination
Tacit Knowledge Explicit Knowledge
TacitKnowledgeExplicitKnowledge
Internalisation
Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese
Companies Create the Dynamics of Innovation”
The Knowledge Spiral - Now
Intranet Shared
Drives
LMS Communities
Sharepoint
11. 11
Combination
Tacit Knowledge Explicit Knowledge
TacitKnowledgeExplicitKnowledge
Internalisation
Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese
Companies Create the Dynamics of Innovation”
The Knowledge Spiral – Future 1
Intranet Shared
Drives
LMS Communities
Sharepoint
In-House
“Twitter”
Instant
messaging Blogs
12. 12
Tacit Knowledge Explicit Knowledge
TacitKnowledgeExplicitKnowledge
Internalisation
Nonaka & Takeuchi, 1995 “The Knowledge Creating Company: How Japanese
Companies Create the Dynamics of Innovation”
The Knowledge Spiral – Future 2
Intranet
Shared
Drives
LMS Communities
Sharepoint
In-House
“Twitter”
Instant
messaging
Blogs
Twitter
Facebook
LinkedIn
Wiki’s
RSS
Feeds
Tagging
13. 13
KM Principles
• Knowledge originates and resides in people’s minds
• Knowledge sharing requires trust
• Knowledge Sharing must be encouraged and rewarded
• Management support & resources are essential
• Knowledge is creative and should be encouraged to develop in unexpected ways
• Technology enables new knowledge behaviours
Working Knowledge – How Organisations Manage What They Know
Davenport & Prusak, 1998
14. 14
KM in action
• Use of support forums online instead of support contracts
• ItunesU – US DOD openly share learning content
• Weekly discussion using Twitter by global L&D Community
• “Tweetbooks” – sharing the discussion beyond the tool
• Facebook as a Learning Management System via add-on modules
• Contacting business partners via Instant Messenger (Accenture do this)
• LinkedIn as a networking tool – not just for job hunters!
• Youtube is more than sneezing Pandas – content used by L&D
• Skype used as a conferencing tool
15. 15
Collaboration Principles
Collaboration requires several key components:
• Trust
• Need/Motivation
• Shared Aspirations
• Traditions
• Listening
• Courage
• Critical Thinking
• Time
• Tolerance of Diversity
• A Shared Language
Source: Elliott Masie, Learning Trends 2010
19. 19
Time to introduce some of my team:
Mark Oehlert,
Defence
Acquisition
University, USA
Elliott Masie, leading
US Learning “guru”
Jane Hart –
Centre for
Performance and
Learning
Technology
Ben Willis,
Senior Director,
Product
Strategy, Saba
Software
Donald Clarke, Board
member of UFI, Line
Communications &
Caspian Learning
20. Taking the “Twit” out of Twitter
Who is monitoring “L&G” as a
search in Twitter?
21. 21
“If we trust them
with a $30m
aircraft & guided
weapons we ought
to be able to trust
them with
Facebook! “
Mark Oehlert
US Dept of Defence Acquisition University
Learning Technologies Conference 2010
22. 22
“If you have email
and telephones,
you already have a
problem! “
Mark Oehlert
US Dept of Defence Acquisition University
Learning Technologies Conference 2010
23. 23
“Few enterprises
offer much support
for collaboration
between the
extremes of email
and structured
collaboration”
Jeffrey Mann - Gartner
Trends in Social Software Webinar
18th
August 2010
24. 24
“If you hire me,
you also get
access to my
network – so why
bar access to it at
work? “
Andy Wooler
Learning Technologies Conference 2010
25. But why is this a people
issue?
Can IT create the context?
Can Corporate Communications create
the context?
26. Dynamic Communities that
could add value
• People with the same job
• People with the same competency or skill requirement
• People in the same location
• People attending the same training event
Dynamically created, you don’t have to find the community, the community finds
you!
27. 27
“Work on your
strategy for social
software in HCM
and Learning now!
“
Thomas Otter
Research Director, HCM, Gartner
Saba EMEA RUG 2010
28. 28
“As a rule, he or
she who has the
most information
will have the
greatest success
in life.“
Benjamin Disraeli
29.
“Our challenge is to process data
into information, refine information
into knowledge, extract from
knowledge understanding, and then
let understanding ferment into
wisdom”
Attributed to Al Gore
30. If this truly is a “People
Problem”, then it needs
“People Solutions” to fix it!
