Fintech is having a massive impact on Financial Services. Professional Services are on stand by for serious disruption as time-based billing and input-led business models are challenged. This presentation highlights how Learning Leaders in both industries are adapting to the opportunities and challenges of digital transformation, based on 2017 research conducted by LearnerLab, commissioned by Brightwave.

1. Proposal for XYZ
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FINANCIAL AND PROFESSIONAL SERVICES
How learning leaders are adapting to digital transformation
Learner-first communications
BRIGHTWAVE BREAKFAST SESSION: THE IVY - 15/11/2017
PROFESSIONAL SERVICES E-LEARNING FORUM: LINKLATTERS - 23/11/2017
Commissioned by Brightwave

2. Proposal for XYZ
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• Financial and Professional Services
• In depth interviews with 20 learning leaders
• Representing 200,000 employees
• 65% Professional 35% Financial services
• 50% UK remit, 50% global remit for
learning
RESEARCH
OVERVIEW
• Axiom
• Newton
• Ageas
• Howard Kennedy
• Rradar
• Standard Life
• Legal and General
• RBC Wealth
Management
• Tesco Bank
• Lloyds Insurance
• Linklaters
• TSB
• Grant Thornton
• RSA
• Axa
• Herbert Smith
Freehills
• Leaders
• BDO
• Allen and Overy
• Deloitte

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SECTOR
BACKGROUND
•Fintech disrupting Financial Services for a decade
•Professional Services on standby for major wave of disruption
•Time-based billing and input-led business models being challenged
•Authentic experience of digital transformation important for
consultants advising other businesses
•Both sectors anticipate role obsolescence over next 5 years

4. Proposal for XYZ
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The realignment of, or new investment in technology,
business models, and processes to drive new value
for customers and employees to effectively compete
in an ever-changing digital economy.
Brian Solis, Altimeter Group
DIGITAL TRANSFORMATION
ALTIMETER DEFINITION
https://www.prophet.com/thinking/altimeter/digital-transformation/

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FORMALIZED
31
BUSINESS AS
USUAL
2
PRESENT
AND ACTIVE
4
STRATEGIC
5
CONVERGED
6
INNOVATIVE
AND ADAPTIVE
SIX STAGES OF
DIGITAL TRANSFORMATION
http://www.briansolis.com/2016/07/huffington-post-6-stages-digital-transformation-research/

6. Proposal for XYZ
4 6 3 3 3
6
DIGITAL TRANSFORMATION
RESEARCH GROUP - BUSINESS
FORMALIZEDBUSINESS AS
USUAL
PRESENT
AND ACTIVE
STRATEGIC CONVERGED INNOVATIVE
AND ADAPTIVE
BUSINESS - DIGITAL TRANSFORMATION
AVERAGE (3.68)
DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH
STAGE FOR OVERALL BUSINESS
1

7. Proposal for XYZ
6 1 2
7
FORMALIZEDBUSINESS AS
USUAL
PRESENT
AND ACTIVE
STRATEGIC CONVERGED INNOVATIVE
AND ADAPTIVE
DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH
STAGE FOR LEARNING
ONLY 30% KEEPING PACE
1 1
DIGITAL TRANSFORMATION
RESEARCH GROUP - LEARNING
27

8. Proposal for XYZ
7 6
8
FORMALIZEDBUSINESS AS
USUAL
PRESENT
AND ACTIVE
STRATEGIC CONVERGED INNOVATIVE
AND ADAPTIVE
DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH
STAGE FOR LEARNING
ONLY 30% KEEPING PACE
DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH
STAGE FOR OVERALL BUSINESS
DIGITAL TRANSFORMATION
RESEARCH GROUP - BUSINESS VS LEARNING

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Other organisations have done cooler
stuff earlier, e.g. setting up digital labs,
but when they’ve failed or not had the
anticipated impact they’ve been
disbanded.
It’s crucial to get CEO backing and to see
failure as part of the journey. Sometimes
playing catch up means you can learn
from other people’s journeys.
ADOPTION
STORIES

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TOP DRIVER FOR DIGITAL LEARNING INVESTMENT
ON DEMAND
• Over half of orgs cite on-demand as top driver for investment
• Move from ‘reach’ to supporting performance and colleague experience
through pull-based strategies
• Underpinned by delivering better customer experience
• Equip and empower colleagues to help customers when they need it

11. Proposal for XYZ
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BENEFITS OF HIGHER STAGE
DIGITAL TRANSFORMATION
• Better collaboration across internal teams
• Strategic cross-functional approaches to new legislation e.g.
Apprenticeship Levy & GDPR
• More behaviour change around compliance
• Transition to true ‘learning organisations’
• Less focus on LMS and more on pervasive learning culture

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SELF DIRECTED
REALITY VS VISION
52.94
35.29
61.76
32.35
50
11.76
23.53
5.88
47.06
52.94
17.65
45.71
52.94
48.57
74.28
54.29
62.85
48.58
62.85
85.71
85.71
57.14
0 10 20 30 40 50 60 70 80 90
Learning Pathways
Marketing / Campaigns
Curated off-the-shelf / external content
Wider culture change initiatives
User-generated content
Personalisation
Machine learning e.g. improved search and recommendations
Frictionless user experience
Skills to help people manage their own learning / continuously learn
Access at point of need
User research and analytics
Enabling Self-Directed Learning - Reality and Ambition
% Consider very or extremely important % Currently using

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ENABLING SELF-DIRECTED LEARNING
REALITY AND AMBITION
Good news
• Range of strategies in use to enable self-
directed learning
• 1 in 4 use machine learning to support
discovery
• 50% support user-generated content
However
• Organisations aren’t focussing on areas
they consider most important
• Curated content and learning pathways
most popular but least important
• Most important: Access at point of need,
Skills to help people manage learning and
Wider culture change
• Biggest gaps: Personalisation and User
experience

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AI UNDERPINS
PERSONALISATION AND PERFORMANCE
1. Organisational process
• AI to take on specific tasks and roles
• Performance support tool to people
working alongside machines
• Augmenting intelligence
2. As a tool to support learning
• Personalisation
• On-Demand
Learning leaders see AI and automation impacting
their learning strategy in two ways:

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SUMMARY
• Learning leaders can’t passively wait to see how disruption impacts
• Sense of urgency - L&D needs to play a central role in organisation’s digital
transformation journey
• Support to enable continuous learning culture
• Help colleagues up-skill, multi-skill and adapt to new technological
environments and roles - constantly

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CONNECT
carl@learnerlab.com @carlhodler @learnerlab
www.learnerlab.com