Corporate Research Forum The future of the L&D function Tuesday 23 October 2012

1. Corporate Research Forum The future of the L&D function Tuesday 23 October 2012

2. Agenda • Introductions • What L&D Functions need to focus on • What L&D Functions need to become • Company examples • Open discussion

3. Operating environment

4. Initial headlines • Intensifying, globalised competition, innovation, economic pressures, VUCA environment • Old ways of learning can’t keep up • New media revolution • making informal learning easier and quicker • not just peer-to-peer but collective learning/action • digital relationships and brand (internal and external) • Digital competence and governance demands new skills, understanding and strategic focus • Challenges for leaders, HR/L&D, IT and other central functions

5. What’s the state of play? A few organisations say they are becoming ‘social’ But….many more areat an early stage • Pushed to modernise by customers and recruits • Internal connectivity often an afterthought • Users’ frustration stimulating bottom-up DIY • Debate and divergence re devices Some progress... • Everyone now ‘working on’ 70/20/10 • Freshening up e-learning ‘content dumps’ • By 2012 most are incorporating mobile and social in learning and communication strategies Much more needed to be fighting fit for the future

6. Learning culture • Self-driven learning and improvement • part of ‘performance contract’, demonstrating your contribution • organisation’s responsibility to be smart provider and recogniser of learning • mutuality – develop yourself, your team, the organisation • Employment lifecycle – from pre-boarding to alumni • Collaboration – and that includes central functions! • ‘Social’ and transparent • Art of the possible, profiting from mistakes • Digitally confident and capable

7. Learning leaders • CEO and top executives • responsible to stakeholders for learning performance • genuinely knowledgeable about learning • personal role-modelling of learning, sharing, coaching etc • Board • ask tough questions about capability, leadership, culture • ensuring development is core – including at board level • Managers • leaders of learning at every level – a core deliverable • picking and developing ‘the right stuff’ • using L&D to get ahead, not as belated elastoplasts Learning governance as an enabler, not just controls

8. Learning ingredients • Truly embedding 70/20/10 • inc. focus on coaching/mentoring as a corporate capability • Jobs managed as learning experiences • Design priorities – engaging, relevant, tailoring, intuitive, co-construction, linked to desired business outcomes • Collective and viral knowledge-sharing • Content curation • Identify, develop & deploy internal expertise • Story-telling, visualisation • Gamification, simulation • Digital competence across ‘5 generations’

9. Learning infrastructure • Remote/mobile working and learning • developing both technical and human systems • mobile devices, cloud storage • Integrated platforms & software • LMS, social media, projects, knowledge, evaluation etc • minimising complexity– the user is king • Video, video-telephony & conferencing • Virtual classrooms, mass teach-ins • ‘Intelligent security’ – productivity is the goal • Metrics – track activity, engagement, end-results, without undermining employee and customer trust

10. Social media driving convergence

11. Re-positioning L&D From To Orchestrator & champions of L&D, knowledge-sharing, collaboration Anticipatory, visionary Improving the organisation too Helping shape strategy Work with top team, board Driver of organisational change, innovation, standards, performance Authoritative influence at both global and local levels Expert in metrics, in business, and developing the digital workplace • Training provider • Reactive • Improving people • Responding to strategy • Subset of HR • ‘Order-taker’ • Trying to get closer to local business needs and P&Ls • Weak at numbers, catching up with technology The learning architects

12. ‘New’ L&D