Going Global: The Challenges of Building Skills in Geographically Dispersed Teams (and how to overcome them)
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In this free webinar, Laura Overton from Towards Maturity and Carole Bower from Lumesse will be tackling the issues faced by globally dispersed teams and those producing content for international usage. Click the button or register here: http://ow.ly/KiY9w
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Going Global: The Challenges of Building Skills in Geographically Dispersed Teams (and how to overcome them)
- 2. DELIVERING LEARNING IN A VUCA WORLD WHAT DOES THE EVIDENCE SAY?
- 3. What challenges do you face in rolling programmes out globally? Let us know on Twitter:
- 4. GLOBAL CHALLENGE 1: CULTURE 58% CULTURAL DIFFERENCES 36% LOCAL STAKEHOLDER BUY IN
- 5. GLOBAL CHALLENGE 2: CONTENT 34% CONTENT DEVELOPED LOCALLY, NOT SHARED CENTRALLY 42% CONTENT DEVELOPED CENTRALLY, NOT RELEVANT LOCALLY
- 6. GLOBAL CHALLENGE 3: TECHNOLOGY 47% CHALLENGED BY INCONSISTENT TECHNOLOGY / MULTIPLE LEARNING MANAGEMENT SYSTEMS
- 7. GLOBAL CHALLENGE 4: LANGUAGE 43% COST OF TRANSLATION
- 8. What does global success look like? The role of technology in achieving success Achieving global success – tips from top deck learning organisations Scaling up – avoiding the pitfalls
- 9. Global Skills IT (88%) Leadership (89%) Induction (92%) Team working & comms(86%) L&D skills (79%) Marketing and Sales (62%) Global Audiences Over 90% likely to offer learning to: Managers Admin staff Sales staff Global Functions 24% production and quality 19% HR and Personel 17% Sales 13% IT 11% distribution and logistics WHAT DOES GLOBAL SUCCESS LOOK LIKE?
- 10. THE ROLE OF TECHNOLOGY Live online learning Custom content LMS Mobile Internal enterprise systems are looking to technology to help achieve their goals 70% 80%
- 11. Compared with non-global companies, global L&D teams are: • Nearly 2x as likely to be using • Virtual classrooms • LRS and Badges • 60% more likely to use social media • 30% more likely to be utilise user- generated and in-house video THE ROLE OF TECHNOLOGY Moving forward global companies are looking at: BYOD Blends Content Collaboration
- 12. WHAT IS DRIVING THE MOVE TO TECHNOLOGY? Over 95%of global companies are looking to Adapt programmes to individual need Address compliance Reduce time to competence Improve employee engagement Improve quality of learning Improve administration
- 13. Global Companies 70% 40% 33% 24% 20% 19% Top Performing Companies 80% 88% 58% 59% 53% 50% WHATAREWEACHIEVING? Address compliance Improve Quality of Learning Improve Administration Adapt Programme to Individual Need Improve Employee Engagement Reduce time to competency
- 15. START WITH THE END IN MIND 91% OF TOP DECK COMPANIES ANALYSE THE PROBLEM BEFORE RECOMMENDING A SOLUTION (compared to 58% global)
- 16. CREATE A FRAMEWORK THE TOP DECK ARE 2X AS LIKELY TO USE ACADEMIES
- 17. HARNESS THE POWER OF THE BLEND 85% OF TOP DECK COMPANIES BLEND A RANGE OF TECHNOLOGIES INTO SOLUTIONS (compared to 21% global)
- 18. EMBED LEARNING IN THE WORKFLOW 88% OF TOP DECK COMPANIES UNDERSTAND THE SUPPORT SYSTEMS AVAILABLE TO STAFF (compared to 48% global)
- 19. SHARE, COLLABORATE, COMMUNICATE TOP DECK ARE 3X MORE LIKELY TO AGREE THEIR STAFF KNOW HOW TO COLLABORATE AND SHARE KNOWLEDGE
- 20. DEMONSTRATE VALUE GLOBALLY 80% OF TOP DECK SHARE SUCCESS WITH MANAGEMENT (compared to 29% global)
- 21. Global consistency without compromising local integrity 40% spent reinventing campaign strategies 20 local markets with their own ways of working No standards for global marketing #GlobalLnD
- 23. Global consistency without compromising local integrity Start with end in mind Frameworks and academy Power of the blend Embedding learning in workflow Sharing, collaborating, changing Demonstrating value globally #GlobalLnD
- 24. Global consistency without compromising local integrity Start with end in mind Frameworks and academy Power of the blend Embedding learning in workflow Sharing, collaborating, changing Demonstrating value globally #GlobalLnD
- 25. Global consistency without compromising local integrity Start with end in mind Frameworks and academy Power of the blend Embedding learning in workflow Sharing, collaborating, changing Demonstrating value globally #GlobalLnD
- 26. Global consistency without compromising local integrity Start with end in mind Frameworks and academy Power of the blend Embedding learning in workflow Sharing, collaborating, changing Demonstrating value globally #GlobalLnD
- 27. Global consistency without compromising local integrity Start with end in mind Frameworks and academy Power of the blend Embedding learning in workflow Sharing, collaborating, changing Demonstrating value globally #GlobalLnD
- 28. Global consistency without compromising local integrity Start with end in mind Frameworks and academy Power of the blend Embedding learning in workflow Sharing, collaborating, changing Demonstrating value globally #GlobalLnD 83% 85% 86% Reported Increase Insight driven propositions Competency across functions Collaboration across functions
- 29. How do you get global buy-in? Let us know on Twitter:
- 30. Getting buy in Understand the learner needs Engaged with local markets Promote it Local launches #GlobalLnD
- 31. TOP DECK STRATEGIES FOR GETTING BUY-IN Utilise steering groups Understand learners Work with local champions Equip L&D teams COMMUNICATE
- 32. SCALING UP: PITFALLS TO AVOID Language Culture Content Technology
- 33. Avoiding the pitfalls Ensure content and treatment approach are appropriate and engaging for a global audience When aiming for consistency – don’t be inflexible Select the right translation and localisation resources Ensure the subject matter experts, designers and developers consider global requirements at the outset #GlobalLnD
- 35. What will you do differently as a result of today? Turning Data into Insights, Insights into Action Let us know on Twitter:
- 36. Embed learning in the workflow Share, Collaborate, Communicate Demonstrate Value Start with the end in mind Create frameworks Harness the power of the blend
- 37. Get Involved: lumesselearning.com/VUCA Download the case study: lumesselearning.com/Vodafone Share the slides: http://tinyurl.com/GlobalLnD Laura@towardsmaturity.org Carole.bower@lumesse.com
- 38. Towards Maturity is a benchmarking practice that provides authoritative research and expert consultancy services to help assess and improve the effectiveness and consistency of L&D performance within organisations. It leverages the data gathered from the largest learning and development benchmark in Europe. Download our case studies to support your business case for change at: www.towardsmaturity.org Find out your own Towards Maturity Index™ to see if you are amongst the top learning companies at: www.towardsmaturity.org/mybenchmark About
- 39. We are the learning division of Lumesse, the global talent management solutions company that helps organisations unlock and inspire their human potential. With a footprint in 20 countries across the globe, and one of the most experienced learning teams around, Lumesse has the scale, track record and experience to provide maximum reliability. Our unique team culture offers creativity and technology innovation with a practical focus: we bring you the best new ideas and make them work to meet your business objectives. For more information visit: www.lumesselearning.com About Lumesse Learning
Editor's Notes
- With businesses and brands becoming more global, teams are often dispersed around the world. However when the work environment is volatile, uncertain, complex and often ambiguous, the challenges of delivering consistent skills across those teams seem to increase by the minute. We explored the issues of delivering global L&D in the Towards Maturity 2014 Benchmark study and in this session we’re going to draw on two sources of evidence to provide you with some insights on how we can deal with the challenges we face: Source 1: feedback of 130+L&D leaders in the TM benchmark who are operating globally Source 2: early findings from a brand new study by one of our newest Ambassadors - Lumesse
- The top challenges outlined by the Towards Maturity Benchmark Participants in 2014 were cultural and communication differences
- The second was related to content
- The Third to technology
- And the 4th to language
- So what are we covering in the webinar today?
- Early indicators from the Lumesse study show that the global functions showing the most challenges for global L&D skills include the HR teams themselves. The Towards Maturity Study highlights the skills that global companies are most likely to provide for their staff and the audiences that they are connecting with.
- While the latest Lumesse study shows that global companies are increasingly turning to technologies, the Towards Maturity study shows what technologies they are most likely to engage with.
- A number of factors are driving this move to technology enhanced learning for global companies, but how successful are they?
- Global companies are not always achieving the results that they are seeking with technology enabled learning. The Top Deck learning organisations are those organisations achieving the best results through their modernised learning strategy. They are defined as those in the top 10% of the Towards Maturity Index and represent both global and locally based organisations from across the private, not for profit and public sectors. Find out more in www.towardsmaturity.org/2014benchmark
- Top Deck companies may use technology to support their learning but their success is less about what technology they use but how they use it.
- Carole Bower: I’ll be using the Vodafone Marketing Essentials programme as an example (and I’ll get back to those 6 tips in a minute) But first the challenge they were facing: Vodafone needed a unified approach to global marketing And that meant tackling three areas: 1) The amount being spent on reinventing OLD campaign strategies 2) The fact there were no standards for global marketing 3) And the consequence – 20 local markets, all with their own ways of working (and that’s around 4000 marketeers) Clearly a need to standardise the global marketing approach (but without compromising on local integrity)
- Laura pointed out that the towards maturity benchmark highlights how top performing organisations are achieving global consistency without compromising on local integrity The Vodafone case study does in fact give us some examples of how this can be achieved.
- Start with end in mind The programme was driven after an organisation review to ensure the business was equipped for the future The review highlighted the need for the global marketing function To drive value Win new customers And reduce churn So with this in mind Vodafone came up with the concept – Vodafone Way of Marketing and Goals to Inject customer into marketing thinking Join up the dots in approach to marketing And help to break down organisational silos. Vodafone did not tackle this as learning project at the outset. The parties involved i.e. Vodafone, Lumesse and OSM were clear from the start we were creating a unified way of marketing (not a series of learning interventions)
- Start with end in mind The programme was driven after an organisation review to ensure the business was equipped for the future The review highlighted the need for the global marketing function To drive value Win new customers And reduce churn So with this in mind Vodafone came up with the concept – Vodafone Way of Marketing and Goals to Inject customer into marketing thinking Join up the dots in approach to marketing And help to break down organisational silos. Vodafone did not tackle this as learning project at the outset. The parties involved i.e. Vodafone, Lumesse and OSM were clear from the start we were creating a unified way of marketing (not a series of learning interventions)
- Start with end in mind The programme was driven after an organisation review to ensure the business was equipped for the future The review highlighted the need for the global marketing function To drive value Win new customers And reduce churn So with this in mind Vodafone came up with the concept – Vodafone Way of Marketing and Goals to Inject customer into marketing thinking Join up the dots in approach to marketing And help to break down organisational silos. Vodafone did not tackle this as learning project at the outset. The parties involved i.e. Vodafone, Lumesse and OSM were clear from the start we were creating a unified way of marketing (not a series of learning interventions)
- Start with end in mind The programme was driven after an organisation review to ensure the business was equipped for the future The review highlighted the need for the global marketing function To drive value Win new customers And reduce churn So with this in mind Vodafone came up with the concept – Vodafone Way of Marketing and Goals to Inject customer into marketing thinking Join up the dots in approach to marketing And help to break down organisational silos. Vodafone did not tackle this as learning project at the outset. The parties involved i.e. Vodafone, Lumesse and OSM were clear from the start we were creating a unified way of marketing (not a series of learning interventions)
- Start with end in mind The programme was driven after an organisation review to ensure the business was equipped for the future The review highlighted the need for the global marketing function To drive value Win new customers And reduce churn So with this in mind Vodafone came up with the concept – Vodafone Way of Marketing and Goals to Inject customer into marketing thinking Join up the dots in approach to marketing And help to break down organisational silos. Vodafone did not tackle this as learning project at the outset. The parties involved i.e. Vodafone, Lumesse and OSM were clear from the start we were creating a unified way of marketing (not a series of learning interventions)
- Start with end in mind The programme was driven after an organisation review to ensure the business was equipped for the future The review highlighted the need for the global marketing function To drive value Win new customers And reduce churn So with this in mind Vodafone came up with the concept – Vodafone Way of Marketing and Goals to Inject customer into marketing thinking Join up the dots in approach to marketing And help to break down organisational silos. Vodafone did not tackle this as learning project at the outset. The parties involved i.e. Vodafone, Lumesse and OSM were clear from the start we were creating a unified way of marketing (not a series of learning interventions)
- These are just 4 things that Vodafone did to get buy in Understand global business needs: How: A member of OxfordSM lived and breathed the Vodafone business for 6 months, working alongside marketers in the UK and holding focus groups overseas. Engage with local markets How: VF connected with each of our markets to assess their individual needs. And the focus was not just on the approach and content. In initial discussions, Vodafone Egypt said that they felt that distance learning and resources were not enough. They wanted to physically work out issues together. This led to the creation of the Way of Marketing Workshop. It was not mandated so Promote - How: We organized an incentive promotion to push the number of completed e-learnings. Every marketer who completed five got the chance to win a Samsung Tablet and a Samsung Smartphone. Also drove communication from the top by (VF engaged the Chief Commercial Officer) and a call to action for his senior leaders. The comms and calls to action were ongoing (vf were on hand with key motivating messages and further calls to action that leaders could communicate to their team) This was an ongoing campaign not just a promotional push Local Launches How: Creating launch packs full of branded Vodafone Way of Marketing merchandise – USB sticks, badges, promotional posters, PowerPoint presentations, Q & A materials and feedback forms. VF wanted to make it as easy as possible for the Markets to bring awareness to the training, as well as support them through their local launch.
- Strategies for getting buy in : Top deck companies are 50% more likely to have steering groups in place (compared to global companies_ They are 3x as likely to be proactive in understanding how their learners currently learn what they need to do their job They are twice as likely to be working with local champions They are over 3x as likely to agree their L&D staff have the skills to exploit Learning technologies for business advantage They are 2.5x as likely to have a communications plan in place for all stakeholders
- What are Lumesse’ top tips for avoiding these pitfalls?
- These are just 4 things that Vodafone did to get buy in Understand global business needs: How: A member of OxfordSM lived and breathed the Vodafone business for 6 months, working alongside marketers in the UK and holding focus groups overseas. Engage with local markets How: VF connected with each of our markets to assess their individual needs. And the focus was not just on the approach and content. In initial discussions, Vodafone Egypt said that they felt that distance learning and resources were not enough. They wanted to physically work out issues together. This led to the creation of the Way of Marketing Workshop. It was not mandated so Promote - How: We organized an incentive promotion to push the number of completed e-learnings. Every marketer who completed five got the chance to win a Samsung Tablet and a Samsung Smartphone. Also drove communication from the top by (VF engaged the Chief Commercial Officer) and a call to action for his senior leaders. The comms and calls to action were ongoing (vf were on hand with key motivating messages and further calls to action that leaders could communicate to their team) This was an ongoing campaign not just a promotional push Local Launches How: Creating launch packs full of branded Vodafone Way of Marketing merchandise – USB sticks, badges, promotional posters, PowerPoint presentations, Q & A materials and feedback forms. VF wanted to make it as easy as possible for the Markets to bring awareness to the training, as well as support them through their local launch.
- Ideally, learning solutions should be designed with the four dimensions of culture, content (or in this case effective (global design), technical deployment and adaptation and language requirements in mind. Applying some simple rules and avoiding language-specific and culture-specific content in the source product will save huge amounts of effort and cost in the target product
- Start with end in mind: Key success criteria is having sight of organisation goals and aligning the programme goals (we had 3 around customer at heart of marketing, a joined up/consistent approach to marketing and breakdown the silos – the solution – a blended/unified marketing programme came out of that (and it wasn’t just about the learning) Frameworks: Key to the success of establishing a framework is unification The Vodafone Way of Marketing was the framework – everything that came out of it was standardised – it looked part of a joined-up approach and was all accessed via the Marketing academy Power of the Blend: Key to success is understanding the audience and their challenges and designing around this. The e-learning was great at presenting the theory and case studies but the workshops and webinars were needed to unify the community. Designing practical marketing tools to get consistency were also key to achieving a common framework and common language.