This document discusses key trends shaping the future of learning and work. Some of the major trends include the multigenerational workforce, digital workplaces, uberization of work, and increasing numbers of women in the workforce. Lifelong learning is becoming essential for career growth as the nature of work changes. Organizations are shifting to agile structures and 93% will make changes to increase efficiency, customer focus, and innovation. Learning is seen as a key strategy for building agile organizations and addressing future skills gaps. The role of learning and development professionals is evolving to curate learning experiences and build an optimal learning ecosystem. Digital learning focuses on just-in-time, self-directed, social and collaborative learning throughout one's work

1. # F U T U R E O F W O R K
K E Y T R E N D S
S HAP IN G T H E F U T U R E O F
L E A R N I N G
LIONEL PAUL DAVID

2. DISRUPTIVE
MEGATRENDS
TECHNOLOGY HAS BEEN AN ALLY OF EACH DISRUPTION

3. W H A T I S C H A N G I N G
AT T H E W O R K P L A C E
MULTI
GENERATIONAL
WORKFORCE
FREE
AGENT
DIGITAL
WORKPLACE
AGILE ORG
STRUCTURES
UBERIZATION
OF WORK
DEINDUSTRIAL
-IZATION
AMBIDEXTROUS
ORGANIZATIONS
MORE
WOMEN
AT WORK

4. INCREASING
LIFE
EXPECTANCY
THE CHANGING NATURE OF A CAREER
Career as a Curation of
5/6 different experiences
Career growth is defined
By Mastery
INCREASING
COST OF
LIVING
INCREASING
COST OF
OWNERSHIP
SHRINKING
DISTANCES
ACCESS TO
INFORMATION
ON CULTURES
Juggle between
Employment Contracts
*Source The 100 years of Living
and working & Deloitte
*

5. L E A R N I N G A S A S T R A T E G Y T O B U I L D
A N D S C A L E A G I L E O R G A N I Z A T I O N S
W O R K F O R C E E M B R A C E S L I F E L O N G
L E A R N I N G A S A S U C C E S S M A N T R A
L & D P R O F E S S I O N A L A S A B U S I N E S S
P A R T N E R A N D C H A N G E A G E N T
KEY OUTCOMES

6. 93% ORGANIZATIONS* WILL MAKE CHANGES TO
THEIR ORGANIZATION DESIGN TO:
*
* Servi
CHANGE AGILE ORGANIZATIONS
INCREASE
EFFICIENCY
IMPROVE
CUSTOMER
INTIMACY
ACCELERATE
INNOVATION
*Source Deloitte

7. O P P O R T U N I T Y
O F L I F E T I M E
QUANTIFY FUTURE FOCUSED
CAPABILITY GAPS
FIND CREATIVE WAYS TO
BUILD FUTURE SKILLS
QUICKLY
SIMPLIFY DECISION
MAKING AND IMPROVE ACCESS
TO KNOWLEDGE AND EXPERTS
ORGANIZATIONAL GENERATIVE
CAPABILITIES

8. " A SMALL TEAM OF PASSIONATE
LEARNERS ALWAYS BEATS A LARGE
TEAM OF STAGNANT KNOWERS."
DAN ROCKWELL

9. LEARNING AS
A COMPETECY
O W N E R S H I P S H I F T – F R O M L & D A N D
M A N A G E R S T O I N D I V I D U A L S
LIFELONG
LEARNING
MILLENIALS VIEW “ABILITY TO LEARN AND PROGRESS” AS THEIR MOST
COVETED JOB BENEFIT
1/3 RD MILLENIALS BELIEVE THEIR ORGANIZATIONS ARE USING THEIR
SKILLS WELL AND 42% LIKELY TO LEAVE AS THEY ARE NOT LEARNING FAST
ENOUGH*
48% OF EMPLOYEES BELIEVE THEIR MANAGERS AREN’T DOING ENOUGH TO
SUPPORT THEM AS THEY TRAIN FOR THE FUTURE
*Source Deloitte

10. R E A L I T I E S O F A M O D E R N L E A R N E R
LEARNING - REAL TIME AND ALL THE TIME
24
MINS
1%
OF A
WORKWEEK
70%
SEARCH
ENGINE
INCREASINGLY
OVER A
SMARTPHONE
4
MINS
PER VIDEO
5-10
SECS TO BE
HOOKED
80%
LEARNING
THROUGH ON
THE JOB
INTERACTIONS
FROM PEERS
AND
MANAGERS
62%
SELF
SPONSERED
LEARNERS
(AMONG
KNOWLEDGE
WORKERS)
AVG LEARNING
TIME*
JUST IN
TIME
ATTENTION
SPAN
COLLOBORATIVE EMPOWERMENTDIGITAL
FIRST
INFORMAL
SELF
DIRECTED
SOCIAL
*Source BERSIN by Deloitte

11. "THE GARDENER DOES NOT MAKE A
PLANT TO GROW. THE JOB OF A
GARDNER IS TO CREATE OPTIMAL
CONDITIONS."
SIR KEN ROBINSON

12. • DESIGNER/ARCHITECT: WHAT SHOULD THE EXPERIENCE BE LIKE?
• CONTEXTUALIZER: RELEVENCE TO MY LEARNERS WORLD
• ENABLER: WHAT IS THE RIGHT ECOSYSTEM? WHAT SHOULD BE THE
APPROACH?
• CURATOR: WHAT SOURCES OF RICH CONTENT SHOULD I TAP?
• CONDUCTOR: ASSEMBLE – PERFORM - DISPERSE
N E W H A T S
FROM DELIVERY FOCUS TO EXPERIENCE FOCUS
MINDSET OF A MOVIECREW

13. D I G I T A L L E A R N I N G
A WAY OF LEARNING FOCUSING ON:
- THE EMPLOYEE’S JOURNEYS AT WORK
- EMPLOYEE CENTRIC DESIGN
- PRODUCING LEARNING THAT IS SIMPLE AND EASY IN
THE FLOW OF WORK
IT IS NOT:
- BRINGING LEARNING TO MOBILE
- PRODUCING INTERACTIVE/VIDEO CONTENT
• LMS IS NOT THE CENTER OF ACTION; REDUCED TO COMPLIANCE MANAGEMENT
• RANGE OF PLATFORMS: LEP+PEP+MLP
• LEP - LEARNING EXPERIENCE: CONTENT AGGREGATION WITH INTELIGENCE,
MAGAZINE LIKE EXPERIENCE (DEGREED, SCOOPIT)
• PEP – PROGRAM EXPERIENCE: ENABLES MACRO LEARNING BY OFFERING
PATHWAYS, CHAPTERS, EVALUATION AND INTERACTION (NOVOED, EDX, INTERPID)
• MLP – MICRO LEARNING: THEY ARE ADAPTIVE, OFFERING SMALL PATHWAYS BASED
ON 3 SIMPLE THINGS: REPETETITION, SPACING AND QUESTIONING (QSTREAM,
PRACTICE)
*Source BERSIN by Deloitte
SCORM
X-API

14. U N D E R S T A N D I N G
D I G I T A L L E A R N I N G
LEARNER ENABLEMENT
*Source BERSIN by Deloitte

15. P A T H B R E A K E R S &
T R E N D S E T T E R S
GE BRILLIANT
YOU
AT&T ASPIRE G2G
EDX MICRO
MASTERS

16. W H A T N E X T
DO WE KNOW OUR
BUSINESSES AND THEIR
CUSTOMERS WELL TO
ANTICIPATE CHANGES? WHAT STATUS QUO SHOULD
WE CHALLENGE INTERNALLY
TO LEAD FROM THE FRONT?
DOES OUR ORGANIZATION
LOOK UPTO US TO LEAD
CHANGE FROM THE FRONT?
WHAT NEW CAPABILITIES
SHOULD WE DEVELOP?

17. "THE FUTURE OF WORK IS NOW BUT
THE KEYS ARE WITH SKILL
DEVELOPERS AND TRAINING
PROFESSIONALS."
LIONEL PAUL DAVID