According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
How Content Strategy Drives the High Impact Learning Organization
1.
2. 2
Content Mastery and the
High-Impact Learning
Organization
David Mallon,
VP Research,
Bersin by Deloitte,
Deloitte Consulting LLP
Michael Miller,
Process & Standards
Supervisor,
Caterpillar, Inc.
3. 3
Agenda
L&D‟s Challenges and the Changing Nature of “Learning
Content”
Content and the High-Impact Learning Organization
The Foundation of a High-Impact Approach to Content
- PEOPLE
- PROCESS
- TECHNOLOGY
Closing Thoughts
4. 4
L&D‟s Role: Myth vs Reality
All Learning Needs
L&D
WHO MEETS THESE?
HOW?
5. 5
The New Workforce and New Workplace
Employee
Mentor
Peer
Partner
Candidate
Customer
W O R K P L A C E
Interconnected
Dynamic
Performance-driven
New Leadership
More Specialized
New Models for HR
W O R K F O R C E
Multi-Generational
Global
Interconnected
Mobile
Transient
New Models for Career
Manager
Accelerating Technological Innovation
Increasing Distance and Distribution
Increasing Diversity
Increasing Talent Scarcity
Weakening Structures
Paralyzed and/or Irrelevant Public institutions
13. 13
Agenda
L&D‟s Challenges and the Changing Nature of “Learning
Content”
Content and the High-Impact Learning Organization
The Foundation of a High-Impact Approach to Content
- PEOPLE
- PROCESS
- TECHNOLOGY
Closing Thoughts
14. 14
The Bersin by Deloitte
High-Impact Learning Organization
Maturity Model
Organizational
Capability Development
Talent and Performance
Improvement
Training & Development Excellence
Incidental Training & Job Preparedness
Organization
Value of
Learning
Utilitarian
Programmatic
Cultural
Strategic
What
„Learning‟
Means to
Leadership
Training &
Job
Shadowing
Programs &
LMS‟s
Agility
Leadership &
Talent
Pipeline
What
„Learning‟
Means to the
Individual
Trial & Error
on My Job
Going to
Workshops
Continuous
Improvement
/ Career
Growth
Preparing for
My Next Job
Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
15. 15
2012 HILO Dimensions:
Foundations (“Table Stakes”)
1 Organization Model
2 Leadership (CLO)
3 Governance
4 Funding / Resource Allocation Model
5 Learning Technology Strategy
6 Learning Architecture Maturity
7 Demographics (Type, Size, Industry)
L&D Capabilities
8 High-Impact Learning Measurement Capability
9 Learning Content Capability
10 Performance Consulting Capability
11 Audience Analysis Capability
12 Social Learning Capability
13 On-Demand Learning Capability
14 Embedded Learning Capability
15 Global Learning Capability
Integration of Talent and Learning
16 Integrated Talent Management Strategy
17
Success at Integrated Talent Management
Initiatives
(e.g., Profiles & Competencies, Development Planning,
Career Management, etc.)
18 HR Alignment & Using HR Metrics
Learning Culture
19 High-Impact Learning Culture
ALL OF THESE DIMENSIONS
ARE IMPORTANT TO THE
SUCCESS OF ANY
LEARNING ORGANIZATION...
HOWEVER…
SOME JUST PROVIDE THE
ESSENTIAL FOUNDATION
THAT ALL L&Ds NEED
AND
OTHERS SEPARATE THE
LEADERS FROM THE REST.
Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
16. 16
Content Sourcing/Mgmt Capabilities
This list AND…
Building simple, self-paced e-learning
Ability to build complex, self-paced e-learning (e.g., high interactivity, multi-linear
structure, multipurpose)
Expertise in 3D, virtual worlds and / or serious games
Expertise in use of video
Enforcing organization wide standards for content development
Reusing content in several places without duplication
Repurposing or recycling content
Sharing content across the enterprise
Designing content to be delivered “just in time”
Systematically reviewing and maintaining content
Designing once and publishing in multiple formats
17. 17
Master the Capabilities
Learning Content Sourcing/Mgmt Capability
Learning Content Capability
Simple e-
Learning
Sharing
Content
Recyclin
g
Content
Just-in-
Time
Delivery
Reuse
without
Recreatio
n
System-
atic Life
Cycle
Maintena
nce
Complex
e-
Learning Video
Org-wide
Standard
s
Create 1x
/ Publish
Many
Formats
3D, Sims,
Serious
Games
4 Leading Leading Leading Leading
Performing
to Leading
Leading Leading
Performing
to Leading
Performing
to Leading
Performing Performing
3 Performing
to Leading
Performing
to Leading
Performing
to Leading
Developing
to
Performing
Developing
to
Performing
Developing
to
Performing
Developing
to
Performing
Developing
to
Performing
Developing
to
Performing
Developing Developing
2
Developing
to
Performing
Developing
to
Performing
Developing
to
Performing
Emerging Emerging Emerging
Emerging
to
Developing
Emerging Emerging Emerging Emerging
1 Emerging Emerging Emerging
Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
18. 18
Content Discovery Capabilities
Higher Level, Broader Implications
Audience Intelligence / Profiling
Performance Telemetry / HR Analytics
Curation / KM / Ontologies / Information Design
Information Architecture
Corporate Search
- Federation
- Search Engine Optimization
Community Management
Mobile
20. 20
Agenda
L&D‟s Challenges and the Changing Nature of “Learning
Content”
Content and the High-Impact Learning Organization
The Foundation of a High-Impact Approach to Content
- PEOPLE
- PROCESS
- TECHNOLOGY
Closing Thoughts
21. 21
Enterprise Learning Framework
Version 2.0
LearningArchitecture
Organization,Governance&Management
Measurement,Evaluation&Transfer
Support
Disciplines Performance Consulting | Instructional Design
Information Architecture | Knowledge Management |
Content Development | Program Management | Change Management
Community Management | Measurement & Evaluation | Business Intelligence
Tools &
Technology
LMS/LCMS/Learning Portals | Talent Management Systems
Content Lifecycles | Rich Media | Collaboration & Social Software
Mobile | Performance Support | Virtual Classroom
Reporting & Analytics | Assessment & Evaluation
Strategy | Operating Plan | Funding Model | Stakeholders
Learning
Culture
Building Trust | Encouraging Reflection | Demonstrating Learning’s Value
Enabling Knowledge Sharing | Empowering Employees | Formalizing Learning as Process
Environments | Programs | Process Support
Learning
Solutions
Learning
Audiences
Jobs | Roles | Proficiencies | Competencies | Preferences |
Demographics | Geographies | Business Problems
Approaches
Instructor-Led
Virtual Classroom
Games
Simulations
E-Learning
Embedded
Performance Support
Customer Feedback
Rotational Assign.
After Action Reviews
Dev. Planning
Social
Wikis | Blogs | Forums
Communities of Practice
Social Networks
Expert Directories
Coaching | Mentoring
On-Demand
Search
Books | Articles
Videos | Podcasts
Learning Portals
Formal Informal
Performance Consulting
Instructional Design
Content Development
Content Management
Implementation | Delivery
Communications | Marketing
Administration | Support
Core L&D
Processes
Learning Strategy &
Business Planning
Source: Bersin & Associates, 2012.
22. 22
People: Modern HILOs VS The Rest
% of HILOs Excelling vs Rest
Knowledge
Management
+
46%
Information
Architecture
+
46% Business
Intelligence
+
43%
RichMedia/
InfoVisual.
+
39%
Performance
Consulting
+
35%
Four of the top 5 practitioner disciplines that differentiate High-
Impact Learning Organizations are related to content.
Source: Bersin & Associates, 2012.
25. 25
Process: Audience Intelligence
What You Don’t Know About Your Learners Can Hurt You
11%
8%
13%
20%
17%
19%
24%
19%
43%
14%
17%
21%
19%
21%
28%
25%
28%
29%
23%
38%
33%
27%
33%
35%
31%
34%
19%
27%
31%
26%
20%
24%
17%
15%
17%
7%
25%
5%
7%
13%
4%
2%
5%
1%
1%
Demographics
Current knowledge/skill/competency
level relevant to the need at hand
Current work priorities / directives
Resume/CV Material
Current work conditions / environmental
constraints
IT literacy / skill level
Cultural background, cultural norms
held
Career interests
Social media literacy / skill level
1 - Poor 2 3 4 5 - Excellent
• A Level 4 HILO
recognizes the value
in taking a
marketer’s eye to
understanding
audiences.
• Collection of this
intelligence is a
continuous
process, not just the
A in ADDIE.
Source: Bersin & Associates – Key Findings : Becoming a High-Impact Learning Organization, 2012
Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012
26. 26
Process: A Clear Definition of Talent
COMPETENCIES
& PROFILES
CAREER PATHS DEVELOPMENT
PLANNING
Orgs that are expert at/driving high value from profiles & competencies
are 19x more likely to be a High Impact Learning Organization.
These structures provide the framework by which the right content
reaches the right learner at the right time.
Q: How successful are you at driving
strategic value from?
High Impact vs Low
70%
43%
64%
23%
7%
26%
27. 27
Process: Templates & Standards
Reduce production
time
Establish
consistency
Support
standardization
Respond quickly to
business needs
More easily
maintain, reuse, and
update content
Reduce redundancy
and costs
associated with
recreating material
28. 28
Search
Profiles &
Preferences
Roles,
Skills &
Compet-
encies
Audience
Intelligence
Perform.
Data
Tech: Learning Content Management
LMS
INTRANET INTERNET
L&D
SMEs
Business /
Operational
Leadership
Extended
Enterprise
Employees
3rd Party Providers
Communities of
Interest/Practice
BUSINESS
INTELLIGE
NCE
ERP / CRM
Customers
Content
Sources
Content Stores
Frameworks
for Context and
Personalization
Pathways for
Discovery, Dist
ribution and
Access
The Learner
29. 29
Tech: Learning Content Management
Perform.
Data
LMS
INTERNET
SMEs
Employees
BUSINESS
INTELLIGE
NCE
Customers
Profiles &
Preferences
1. Bridges and federates the content stores. Can act as a store.
2. Applies/enforces the frameworks for context & personalization.
3. Transforms to fit the pathways for discovering, distribution & access.
4. Provides a base foundation for the content <-> learner value chain.
5. Manages the content lifecycle.
30. 30
Enterprise Learning Framework
Version 2.0
LearningArchitecture
Organization,Governance&Management
Measurement,Evaluation&Transfer
Support
Disciplines Performance Consulting | Instructional Design
Information Architecture | Knowledge Management |
Content Development | Program Management | Change Management
Community Management | Measurement & Evaluation | Business Intelligence
Tools &
Technology
LMS/LCMS/Learning Portals | Talent Management Systems
Content Lifecycles | Rich Media | Collaboration & Social Software
Mobile | Performance Support | Virtual Classroom
Reporting & Analytics | Assessment & Evaluation
Strategy | Operating Plan | Funding Model | Stakeholders
Learning
Culture
Building Trust | Encouraging Reflection | Demonstrating Learning’s Value
Enabling Knowledge Sharing | Empowering Employees | Formalizing Learning as Process
Environments | Programs | Process Support
Learning
Solutions
Learning
Audiences
Jobs | Roles | Proficiencies | Competencies | Preferences |
Demographics | Geographies | Business Problems
Approaches
Instructor-Led
Virtual Classroom
Games
Simulations
E-Learning
Embedded
Performance Support
Customer Feedback
Rotational Assign.
After Action Reviews
Dev. Planning
Social
Wikis | Blogs | Forums
Communities of Practice
Social Networks
Expert Directories
Coaching | Mentoring
On-Demand
Search
Books | Articles
Videos | Podcasts
Learning Portals
Formal Informal
Performance Consulting
Instructional Design
Content Development
Content Management
Implementation | Delivery
Communications | Marketing
Administration | Support
Core L&D
Processes
Learning Strategy &
Business Planning
Source: Bersin & Associates, 2012.
32. 32
Agenda
L&D‟s Challenges
Content and the High-Impact Learning Organization
The Changing Nature of “Learning Content”
Methods and Approaches for Effectively and Efficiently
Authoring, Delivering, and Managing Learning Content
Closing Thoughts
33. 33
Bottom Line
What You Need to Know
Learning Organizations should reinvent themselves to remain
relevant and to support business success.
HILOs demonstrate higher Effectiveness, Efficiency and
Alignment.
Between 2008 and 2011 their profits grew 3X faster than the rest
of the orgs studied.
Core CAPABILITIES such as Learning Measurement &
Evaluation, Learning Culture and Learning Content Capability
separate the leaders from the rest.
The Foundation of a High-Impact approach to content will mean
adding new Disciplines to your team, new Processes and new
Technologies. Creating a Learning Architecture to tell the end-
to-end story is essential.
34.
35. Expertise Unleashed
Quality Learning Anytime, Anywhere
• Searchable: Find the Knowledge You Need Now
• Mobile: Access Learning Wherever You Are
• Flexible: Learning Your Way (classroom, video, audio, on-line)
• Social: Sharing knowledge with Your Peers
Set context – what we are talking about is not small…
The biggest points of difference – or, in other words, the disciplinesfor which the top 10 percent have the greatest lead over their felloworganizations are:1. Information architecture;2. Knowledge management;3. Business intelligence / analytics;4. Development of rich media / information visualization; and,5. Performance consulting.This data is both fascinating and highly illustrative. On one hand, except for the special case that is performance consulting (which we come back to shortly), these are all disciplines at which the top 10 percent is not as highly skilled, at least relatively. That said, they are far better than their peers at these disciplines. These two somewhat divergent observations say something about what it means to be a modern high-impact learning organization. All of the disciplines you see here are important to a learningorganization – but, if you want to point out explicitly the disciplines of the modern learning organization, you would do well to start with these five. They are required for success at just about all of the approaches we have discussed so far. But, they are difficult to master, as evidenced by the fact that even the best of today’s modern high-impact learning organizations are still developing their skills in these areas. The overall lack of successful adoption of the various modern approaches covered earlier could at least be partially explained by the overall lack of expertise in these areas.
Template-based authoring technology reduces production time, improves consistency and helps ensure standardization. This allows organizations to respond quickly to business needs and more easily maintain, reuse and update content. This saves money and time by reducing redundancies and costs associated with recreating material.
Set context – what we are talking about is not small…