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Learning in the Digital Age

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Learning in the Digital Age

  1. 1. Karl-Ludwig Knispel, Deloitte, March 24th 2018 Learning in the Digital Age Impulsvortrag Learning Lab, Studiengang Educational Leadership und-Innovation, Universität Duisburg-Essen
  2. 2. 2018 Deloitte 2 Learning in the digital age Rewriting the rules of corporate learning caused of the disruption of digital learning
  3. 3. 2018 Deloitte 3 Agenda • The Future of Work and Careers • Challenges for Corporate Learning & Development: o Immersive Technologies o Platforms: New business models and learning ecosystems o Learner Experiences • New competencies within Learning & Development • The Learning Organization Digital Maturity Assessment
  4. 4. 2018 Deloitte 4 Learning & Development in business sector Our focus today Corporations University School
  5. 5. 2018 Deloitte 5 Rewriting the rules for the digital age Learning in the Digital Age Unless otherwise noted, all data referenced in this is from 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age. The largest and most extensive human capital survey to date 10,000+ business and HR leaders 140countries
  6. 6. 2018 Deloitte 6 Careers and Learning are top trend No 2 Ranking of 2017 trends by importance 12% 17% 19% 21% 22% 22% 27% 29% 31% 37% 60% 88% 83% 81% 79% 78% 78% 73% 71% 69% 63% 40% Not/somewhat important Important/very important Note: Ratings for “The augmented workforce” and “Robotics, cognitive computing, and AI” both relate to the broader trends on “The future of work” discussed in this report. Percentage of total responses Organization of the future Careers and learning Talent acquisition Employee experience Performance management Leadership Digital HR People analytics Diversity and inclusion The augmented workforce Robotics, cognitive computing, and AI
  7. 7. 2018 Deloitte 7 Careers and Learning: Real time, all the time Sources: The 100-Year Life: Living and Working in an Age of Longevity; A New Culture of Learning: Cultivating the Imagination for a World of Constant Change The changing nature of the career Length of career Average tenure in a job Half-life of a learned skill 60 to 70 years 4.5 years 5 years 83% are moving to open career models 83% Very important or important Organizations need to deliver a personalized learning experience that is always on and always available over a range of mobile platforms
  8. 8. 2018 Deloitte 8 How Work Gets Done is Changing Source: 2017 Deloitte Global Human Capital Trends 70% use a search engine to learn what they need to learn on their job Increasing interconnection of work and learning 77% The rise of disruptive learning technologies do at least some of their learning on a smartphone or tablet The proliferation of learning content 80% of workforce learning happens via on- the-job interaction with peers, teammates, and managers In response, organizations are evolving to use of more agile, embedded, and personalized approaches and technologies. Habits of work have evolved – as learners, employees demand to be engaged efficiently and effectively through means they are already using on the job
  9. 9. 2018 Deloitte 9 Business and workforce changes require a new approach to Careers and Learning Yesterday → Today Tomorrow Learning Formal training activities in a separate time and space. Work A steady, linear progression of increasingly responsible jobs, typically in one specialty area, with one or a few organizations. Learning is work. Formal, informal Learning and work happen in fast, iterative cycles. Work is learning.
  10. 10. 2018 Deloitte 10 The Future of Learning is here and it isn’t just about technology –it is about the holistic learner experience The New Learning Reality https://vimeo.com/242996138/95dfa2d2ab
  11. 11. 2018 Deloitte 11 New rules New actions Careers go in every direction Reevaluate your career paths; encourage horizontal movement People find their career direction with help from leaders and others Encourage networking and mentoring beyond formal organization structure Corporate L&D curates development and creates a useful learning experience Enable crowdsourcing of knowledge and social feedback on experience People learn all the time, in micro-learning, courses, classrooms, and groups Redefine “development” to include experiences, exposure, and environment in addition to education Learning technology creates an always-on, collaborative, curated learning experience Leverage existing technology and tools as learning resources (e.g., work tools, search engines, social media, YouTube, etc.) Learning content is provided by everyone in the organization, and curated by employees Drive accountability through leadership to both learn, “teach” , share and comment continuously Learning is measured by impact Align learning to measurable business objectives. In the absence of a direct tie – let go and believe in the value Learning is work; work is learning. 80% of learning happens on the job Role model learning in the context of everyday work Integrate work tools and AI into your learning strategy A Way Forward This new approach creates new rules, which force organizations to rethink what Learning & Development means and what actions are required to drive value & meet expectations of this evolving workforce
  12. 12. 2018 Deloitte 12 The digitalization causes major changes across all branches and industries Source: MIT SMR & Deloitte Digital business research (2016) believe their current talent pool can compete 1/10 organizations are not correctly structured to operate in this new environment 90% believe digital will disrupt their industry 70% believe they don’t have the right capabilities 92% 15 x as many VP-level leaders at risk of leaving in 1 year Not mature Mature vs. Figures show sense of urgency to operate effectively in the new work environment
  13. 13. 2018 Deloitte 13 Organization faces Increased Complexity
  14. 14. 2018 Deloitte 14
  15. 15. 2018 Deloitte 15 Challenges for Corporate Learning & Development
  16. 16. 2018 Deloitte 16 A) Immersive Technologies and Robotics
  17. 17. 2018 Deloitte 17 Immersive Technologies heavily impacts learning and training Augmented Reality Bedeutet „erweiterte Realität“. Von AR wird gesprochen wenn über die gerade betrachtete Welt mit Hilfe eines computergestützten Systems in Echtzeit zusätzliche Informationen (Video, Bilder, Texte) eingeblendet werden Virtual Reality Meint die Darstellung der virtuellen, computergenerierten Welt und die Möglichkeiten des Anwenders, in diese virtuelle Möglichkeiten einzutauchen („Immersion“). Dafür benötigen Nutzer spezielle eingabe- und Ausgabegeräte wie z.B. VR-Brillen und Datenhandschuhe Source: digitalistmag.com Source: Deloitte University
  18. 18. 2018 Deloitte 18 Augmented workforce - SAP: Virtual Reality in the Boardroom • Empower your C-Suite • Decision Cockpit for Ad-hoc Analysis https://www.sap.com/germany/products/cloud-analytics/features/board-room.html
  19. 19. 2018 Deloitte 19 https://www.youtube.com/watch?v=8OWhGiyR4Ns&t=6s Augmented workforce - Thyssenkrupp augmented reality for elevators
  20. 20. 2018 Deloitte 20 Robotics and AI – Chatbots in Business and Education University of Georgia: Chatbot to attend a courseEd the Bot: Digital Learning Tutor at SAP Source: Herndon, C. (2017) Source: Jenewein, T. (2018) • Welcome of new learners • Coaching sessions • Recommendations of next learning steps • Answering standard questions
  21. 21. 2018 Deloitte 21 Robotics and AI - Personalized Learning – Adaptive tutorial systems Examples: • ALEX • Newton • Area9 • IBM Watson Data analyzing: • Data about knowledge and performance of students • Data about Contents and concepts • Data bout learning (time spend, time needed) • System offers personalized offerings and learning pathes https://www.aleks.com/about_aleks/What_Makes_ALEKS_Unique.pdf http://www.knewtonhighered.com/
  22. 22. 2018 Deloitte 22 B) Platforms New business models and learning ecosystems
  23. 23. 2018 Deloitte 23 Platforms enable new business models The rise of Business Platforms 80% Of work will be done by self-organized teams, no traditional organizational structures, platforms provide the right mix of skills and competencies project based 15,5% Of vendors that offers business platforms have significant better business results McKinsey (2017) Bain & Company (2017) Siemens, B/S/H, GEFacebook Uber Sources: Facebook.com, iHause.de, Uber.com, pymnts.com Alibaba
  24. 24. 2018 Deloitte 24 Traditional L&D organizations have to change their business models from a training course producer to a learning experience orchestrator The Learning Ecosystem External Partners Technology Companies Startup Networks Content Delivery Platforms Learning Experience Platforms Internal Capabilities Learning Management Systems Social & Collaboration Software Create, Source & Assess Partners Strategic Enablers Content Curation Experience Design Data Analysis Branding & Communi- cation Experience Architecture Tech Tools & Leadership Experience Leadership Multimedia Development App Development Learner Experience Design Core Learning Service Providers Trainer Network Research Institutions Analytics, Learning Record Store
  25. 25. 2018 Deloitte 25 Learning Experience Platforms combines internal and external learning contents A New World of Corporate Learning Arrives: And It Looks Like TV
  26. 26. 2018 Deloitte 26 C) The Learner Experience
  27. 27. 2018 Deloitte 27 Digital Learning does not mean learning on your phone, it means “bringing learning to where employees are” Employees learn through a series of events, activities, and experiences Josh Bersin
  28. 28. 2018 Deloitte 28 Learner Personas and Learning Journeys
  29. 29. 2018 Deloitte 29 Learning Experience is…. … the product of an interaction between an organization and a learner over the duration of their relationship. This interaction is made up of three parts: the learner journey, the digital and physical touchpoints the learner interacts with, and the environments the learner comes into contact with along a learner’s lifecycle. Definition
  30. 30. 2018 Deloitte 30 The learner journey describes all phases a learner goes through from discovery of learning interventions to growing and sharing expertise Learner Journey Identify learning need Take part in a learning intervention Reflect on the learning content ChooseSearchIntent EvaluateParticipateAccess Share Apply & transfer Reflect Search for appropriate learning intervention Access the learning item Try out newly learned content and transfer into daily routine Select learning intervention based on preference Evaluate the learning intervention Contribute own expertise by sharing content & experience DISCOVER LEARN GROW Onboarding Growing in role Transition to next Leaving the legacy
  31. 31. 2018 Deloitte 31 Competencies for Learning & Development
  32. 32. 2018 Deloitte 32 New Set of Competencies for Learning & Development Traditionelle Kompetenzen in Training & Development Neu benötigte Kompetenzen in Learning & Development Effektivität der Lernangebote Effizienz der Trainingsabteilung Alignment mit dem Business Didaktisches Design Projekt- Management Lern- und Trainingsstrategie Content- Produktion L&D Prozessdesign Budget Allokierung Qualitätssicherung Evaluation, Reporting LMS, LCMS Administration Marketing und Kommunikation Strategische Kompetenz- bereiche Kernkompetenz- bereiche Kreative Kompetenz- bereiche Learning Leadership Learning Data Analytics User Experience (UX), Interface Design Lerntechnologien, Plattformstrategie, Learning Environment Learning Experience Design (LX) Multimedia Entwicklung Business Consulting (Advisory) Content-Curation, Qualitätssicherung Learning App Design Change Management, Community Management Facilitation, Coaching, Lernberatung Entwicklung und Management von Trainingskursen, Schulungsprogrammen und E-Learning Ganzheitliche datengestützte und kontinuierliche Mitarbeiterentwicklung mittels Lern-Interventionen Fokus auf Effektivität der Trainings und Methoden, Effizienz der L&D Funktion und Business Alignment Fokus auf Innovation, Wachstum, Vernetzung, Organisationale Flexibilität und Agilität Source: Knispel K.-L. (2018)
  33. 33. 2018 Deloitte 33 Challenges and Activities for Corporate Learning & Development Learning in the digital age Organization & People • Create impactful Learning Experiences • Design Persona and Learner Journeys • Orchestrate Learning Technology Ecosystems • Implement scaleable learning infrastructure Challegnes forL&D Activities forL&D TechnologyBusiness Model • External Content Provider attracts internal learner as clients • Less resources to compete with high class content provider • Increased organizational complexity • Learning is work, work is learning • Digitalization fundamentally changes jobs and roles • Systems besides LMS: learning experience platforms, collaboration tools, content delivery, rapid authoring etc. • Augmented and Virtual Reality, Machine Learning, AI, Ro(Bot)s • Stop course and content production • Focus on content curation and quality assurance
  34. 34. 2018 Deloitte 34 Digital framework – through the lens of Learning & Development Truly “being” digital means the organization itself is constantly, intentionally learning – it’s about adopting a digital mindset L&D starts to build digital capabilities to support agile development; learner-centric technology being scaled but not yet seamlessly integrated L&D begins shift from creating content to sourcing and curating content for learners to pull; learning technology ecosystem allows access to learning anytime, anywhere L&D becomes “invisible” as ownership of learning moves to the business; content is crowdsourced and enabled by a seamless technology ecosystem allowing continuous learning and intentional collaboration L&D uses traditional capabilities to develop and push content; recognizes need for learner- centric technologies and tests in pockets of the organization Becoming Digital Exploring Digital Being Digital Doing Digital Significant Organizational Change Required 35% Learning hours are delivered via blended learning including mobile devices and social learning 30% Prefer learning as the primary driver of employee development 80% Prefer micro-learning due to increased learner preference and can be created on 300% less time and 50% less cost High performing organizations are seizing the opportunity to promote a new culture of learning, upending traditional models, and transforming how employees learn. L&D is increasingly BECOMING INVISIBLE, and the distance between learning and work is moving toward zero. 15% Of their spend is on learning technology 32% Use online performance support or knowledge management systems
  35. 35. 2018 Deloitte 35 The purpose of the Deloitte Digital Fluency Academy is to establish an adequate level of digital capabilities among all Deloitte consultants Deloitte Digital Fluency Academy Continuous learning Capabilities Training curriculum for clients Common view KPIs Certified specialists Ecosystem Change of mindset Each consultant … is aware of Deloitte‘s service offerings in the digital space is enabled to identify digital opportunities at clients is able to discuss key digital topics „at eye level“ is aware of experts within the Deloitte community to approach for each specific digital topic
  36. 36. 2018 Deloitte 36 Bain & Company. (2017). The Firm of the Future. Retrieved Februar 08, 2018, from http://www.bain.com/publications/articles/firm-of-the- future.aspx Deloitte Touche Tohamtsu Limited. (2017). Neue Spielregeln für das digitale Zeitalter. Globale Human Capital Trendstudie 2017. Retrieved from https://www2.deloitte.com/de/de/pages/human-capital/articles/human-capital-trends-deutschland-2017.html Herndon, C. (2017): Case Study: How Georgia State University supports every student with personalized text messaging. http://blog.admithub.com/case-study-how-admithub-is-freezing-summer-melt-at-georgia-state-university Jenewein, T. (2018). Chatbot als Lernbegleiter in der SAP Weiterbildung. Abgerufen am 08. Februar 2018 von https://www.slideshare.net/SAPLearn/chatbot-als-lernbegleiter-in-der-sap-weiterbildung Kane, G.C. et al (2016). Aligning the organization for its digital future, MIT Sloan Management Review and Deloitte University Press, July 25, 2016. https://www2.deloitte.com/insights/us/en/topics/emerging-technologies/mit-smr-deloitte-digital-transformation-strategy.html Knispel, K.-L. (2018): Vom Kursentwickler zum Erlebnismanager – Corporate Learning & Development im Umbruch. In: Kompetenzen der Zukunft - Arbeit 2030. Als lernende Organisation wettbewerbsfähig bleiben. Haufe Verlag Freiburg 2018. https://shop.haufe.de/prod/kompetenzen-der- zukunft-arbeit-2030 McKinsey. (2017). New evidence for the power of digital platforms. Retrieved Februar 08, 2018, from https://www.mckinsey.com/business- functions/digital-mckinsey/our-insights/new-evidence-for-the-power-of-digital-platforms Pelster, B. et al (2017). Careers and learning: Real time, all the time. Deloitte University Press 2017. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/learning-in-the-digital-age.html Quellennachweise
  37. 37. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/de/UeberUns for a more detailed description of DTTL and its member firms. Deloitte provides audit, risk advisory, tax, financial advisory and consulting services to public and private clients spanning multiple industries; legal advisory services in Germany are provided by Deloitte Legal. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high- quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s more than 244,000 professionals are committed to making an impact that matters. This presentation contains general information only, and none of Deloitte Consulting GmbH or Deloitte Touche Tohmatsu Limited (“DTTL”), any of DTTL’s member firms, or any of the foregoing’s affiliates (collectively, the “Deloitte Network”) are, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. In particular this presentation cannot be used as a substitute for such professional advice. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this presentation.