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Notas do Editor

  • The findings
    92 percent of companies believe that redesigning the organization is important, making it No. 1 in ranked importance among this year’s respondents.
    Companies are decentralizing authority, moving toward product- and customer-centric organizations, and forming dynamic networks of highly empowered teams that communicate and coordinate activities in unique and powerful ways.
    Three in four respondents report that they are either currently restructuring their organization or have recently completed the process.
    Why is this?
    A new mode of organization—a “network of teams” with a high degree of empowerment, strong communication, and rapid information flow—is now sweeping business and governments around the world.
    The growth of the Millennial demographic, the diversity of global teams, and the need to innovate and work more closely with customers are driving a new organizational flexibility among high-performing companies. They are operating as a network of teams alongside traditional structures, with people moving from team to team rather than remaining in static formal configurations.
    Two major factors are driving change.
    Small teams can deliver results faster, engage people better, and stay closer to their mission.
    Second, the digital revolution helps teams stay aligned. Today, teams use web or mobile apps to share goals, keep up to date on customer interactions, communicate product quality or brand issues, and build a common culture.
    What’s needed?
    The days of the top-down hierarchical organization are slowly coming to an end, but changing the organization chart is only a small part of the transition to the network of teams. Now, more than ever, is the time to challenge traditional organizational structures, empower teams, hold people accountable, and focus on building a culture of shared information, shared vision, and shared direction.
  • One of the immediate benefits we see is the ability to use data to personalize the learner’s experience – to make it faster and easier for people to find and use the stuff that matters to them.
    That’s a big deal because most workers already spend way too much time doing things that aren’t actually work.

    One of the biggest complaints learners have about LMSs, for example, is that they’re too hard to use.
    Learning paths, which are pretty well established in most LMSs, are one way to make them more targeted.
    Now, though, we’re seeing more dynamic methods. For example, using self-assessments to identify knowledge, skill and certification gaps and even to customize learning paths on the fly.

    What are the problems with online learning?
    33% can’t find what they want; and 32% can’t find anything relevant.

    4 options for personalizing learning:
    Designed by the organization
    Chosen by my preferences
    Driven by big and small data
    Shaped by social collaboration
  • It’s not just the business goals that need to be taken into account tho. It’s also the learner.

    Learners develop new skills much differently than they did 20 years ago
    Three words to describe them: distracted, overwhelmed, and impatient
    Ya’ll probably know this, but designers now have between 5 and 10 seconds to grab learner’s attention. We learned in a seminar this week that people’s attention span is about 8 seconds.
    The final stat I want to throw at you is that, in a typical work week, you have about 1% of an employee’s time to focus on training and development (in the traditional sense).

    Because of this, some definite preferences have emerged for the modern learner.
    Untethered. Workers work from everywhere – plants, planes, cars, airports. Workers want to be able to learn from these places as well.
    On-demand. Learners have a preference for learning in-the-moment, when they need the info. Google gets accessed much more than online courses. People are increasingly turning to smartphones to get answers to questions.
    Collaborative. Developing and accessing networks is becoming more important. Sometimes more important than the knowledge itself when it comes to doing a job.
    Empowered. The half life of a workplace skill is now between 2.5 to 5 years. Workers often find their own training when they can’t find it within the company.
    In fact, 62% of IT professionals say that they have spent their own money on outside courses to learn skills for their job.

    SO businesses are changing and accelerating, and learners have different preferences than they have in the past, and that puts L&D in a weird spot. How are we doing?

    Empowered (1200+ providers of professional learning / 250,000 learning “items”) 70% turn to Google (towards maturity)
    10s of millions in MOOCs
    Somewhat distainful of formal training

  • Capabilities required for digital are different from today’s learning org capabilities

    Core Capabilities
    Predictive and advanced analytics
    Data analysis / visualization
    Information / knowledge management
    Website management
    Learning experience mapping
    Change management

    Strategic Capabilities
    Business alignment / acumen
    Design thinking
    Strategic thinking
    Performance consulting
    Project management
    Knowledge of technologies
    Stakeholder management
    Product management
    Agile project management
    Vendor management

    Creative / Enablers Capabilities
    Creative thinking
    Visual / Process design
    Multimedia / Graphics design
    Information design
    Logical structuring
    Software programming
    App design / development
    Gamification / game-based design
    Software programming
  • Sam
  • http://www.learning2014.com/index.php/item/learning-personalization.html

    What’s even more interesting is the ability we now have to capture and analyze a much broader range of signals, including behavior and connections.
    What you know (knowledge)
    What you can do (skills / certifications)
    Profile data +
    Community/crowd (badges, recommendations)
    Behavior (activity, ratings, comments, searches)
    Networks (shared experiences and interactions)

    What’s powerful about that is that all that data can be used to generate suggestions and recommendations – like Amazon, Netflix, Pandora and LinkedIn do.
    For courses, documents, books and tools...
    Plus videos, RSS feeds, blogs, people and groups

    This stuff has tangible benefits.

    Social tagging, for example, enables better search results, more granular filtering of search results, better recommendations and personalization.

    And improving search, recommendations and personalization can help more than just the learners’ experience.
    One telecom company I heard about recently claims they saved over $1m a year by implementing a new search function to reduce the time required to find and enroll in courses. [Training magazine, Verizon’s #1 Calling, 2/2103]
    In 2008, IBM was averaging 400,000 to 500,000 searches a month. (http://edlab.tc.columbia.edu/files/Learning%20Personalization%20and%20Discovery_final.pdf)
    After improving search Safari Flow users stay on site for 1+ minute longer and view 1 more page. http://bit.ly/1p53L2W