When the speed of employee learning needs to keep pace with the digital transformation of organizations large and small, the solutions are far from obvious. Digital transformation is changing the learning and development function and the role of the CLO. It is as much about strategy and culture as it is about technology. So how does the learning and development function enable successful market and organizational change in the digital era? This webinar will focus on three core areas of technological and functional change for L&D: how to facilitate organizational change with cross functional collaboration; how to create learning experiences using AI; and design thinking and agile approaches and how to avoid common pitfalls. The speakers, Amy Loomis and Robert Burnside, bring direct experience from their years of work in the industry and through current consulting engagements. Loomis led the development and instantiation of IBM’s Think Academy and Burnside was Ketchum’s CLO. Join them in a conversation on how L&D can build resilient organizations that are well equipped to navigate the demands of work in the digital era.

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Frequently Asked Questions

5. THE DIGITAL TRANSFORMATION
OF THE LEARNING FUNCTION
Amy W. Loomis and Robert M. Burnside

6. What’s ahead:
u Main ways digital is changing the L&D function
u Building digital communities of practice
u Opportunities and challenges of applying AI to L&D
u The changing nature of leading the L&D function
u Some pitfalls to avoid
u Q&A

7. The irony is that this is probably the
worst way for you to learn . . .

8. Polling Question #1
How far along is your organization in transitioning to the digital reality of L&D?
a) We’ve already transitioned
b) We’re on our way
c) Started but not much progress yet
d) Haven’t started
e) Our organization doesn’t want to change

9. What CLOs are telling us

10. How digital experience is changing L&D:
Meeting learner expectations
u Today learners don’t want to be told what to learn, instead:
u Build the experience - content is king, context is queen
u Build and enable a digital community of practice and co-creation
u Use participant design that enables them to control and improve the
learning; constant co-creation
u Be the compass not the firehose
Our research shows that the average employee has less than 25 minutes a week to
train and learn; if we make that time more relevant everyone will perform better.
Josh Bersin

11. Think of the organization as diverse elements that are mutually interdependent for overall success
New tools and approaches for L&D:
Building digital communities of practice

12. Polling Question #2
What’s your organization’s level of interest in Artificial Intelligence?
a) We haven’t implemented any but are thinking about doing so
b) We have spoken to outside vendors about bringing in AI solutions
c) We are piloting AI with certain key projects
d) AI is a core part of where we are going with our L&D strategy
e) Not sure

13. New tools and approaches for L&D:
Creating learning experiences using AI
u Identifying patterns of learning and inquiry
u Coaching tools, systems that request feedback, read
comments, and intuit sentiment from employees and
teams.
u Adaptive quizzing and material delivery – AI mastery
learning tutors
u Identifying and matching prospects or employee skills to
current and future job roles
u Nudging employees to recall key materials and putting
learning into practice
u Creating chatbots for everything from Q&A to more
complex conversations
u Creating personalized, adaptive learning pathways
Note: AI can address but also reinforce cultural and organizational bias

14. Think Academy: Building a cognitive
learning service
14
Think Academy: A mobile, visual, personalized
way to learn and engage with key IBM initiatives
Employees learn best when they:
u Engage in goal based learning
u See how something works
u Hear firsthand experience and share ideas
!

15. Tip: Build learning experiences using
Agile approaches
u Ensure key stakeholders are identified so it’s clear who is responsible,
accountable, consulted and informed throughout
u Start with cross disciplinary teams who can work side by side in person or
virtually
u Schedule 2 week sprints to alternate between platform improvement and
content/experience creation
u Have daily short stand up meetings to identify blockers and dependencies
u Schedule 2-3 weekly scrum calls with LOB experts, internal communications
and content producers
u Ensure executive awareness and buy-in to working in an Agile fashion

16. Polling Question #3
How integrated is the L&D function in your organization?
a) It’s a core part of the business strategy
b) It’s mainly a service function providing skills and development for employees
c) It’s primarily considered an employee benefit
d) Not sure

17. New tools and approaches for L&D:
Drive and manage learning in context
u We need new leadership structures for these Digital
Communities of Practice
u CLOs may need to change mindset about leading learning
– from General to Gardner
u Value emergence over authority (who in the cohort wins
the consensus of the others)
u Decentralized versus centralized structure, focus on the
periphery
u Fast failure, fluid movement of knowledge – using Agile
approaches to learning

18. Tip: Create learning experiences using
Design Thinking
u Start with the end user in mind. Use this as a frame to address or refine the
goals of executive sponsors.
u Be clear about what actions you want learners to be able to do – not only the
information you want them to consume
u Consider using “Hill Statements”: Who, what, and “wow” to articulate what
the end goal of your project will be.
u Scope projects to define minimum, medium and ideal parameters to build
on successes and create a culture of continuous improvement.
Leadership and design interventions in high functioning communities are participant-based,
humble and have distinct differences from traditional top-down industrial firms.
Joichi Ito, Director MIT Media Lab

19. Tip: Consider how you will adapt,
connect and use your learning system
Source: Josh Bersin

20. Avoid common pitfalls
Do
u Clearly identify key stakeholders, blockers and
dependencies at the outset
u Put people over process and find ways to be adaptive
u Be sure to enlist sponsor users to develop learning
experiences
u Build the right metrics into the design of your project
Don’t
u Fall in love with content at the expense of learner needs
u Assume that one technology or technique is the answer
u Over or under invest in the right tools, materials and talent
u Forget cultural context and legal requirements for
compliance
7 | 6.9.14
Learning – Moving from nice-to-have employee
benefit to must-have business tool.
What makes it work?
C-suite on target org strategy state of art online platform org learning expertise
world class content digital expertise community management

21. Q&A
What do we need to learn?

22. Contact us:
Amy W. Loomis, Ph.D.
LinkedIn Profile
awloomis1@gmail.com
Robert M. Burnside
LinkedIn Profile
robert@nomadiclearning.com

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