A Game-Changing Corporate Strategy: Transcending the University Model with eWorking

1. KEYNOTE ADDRESS June 9, 2010 A Game-Changing Corporate Strategy: Transcending the University Model with eWorking Jonathon Levy President and Chief Strategy Officer LeveragePoint Innovations Inc.

2. “In times of rapid change the edge comes to you”

3. Heads Up!

4. A Sense of Where We are Right Now http://www.youtube.com/watch?v=cL9Wu2kWwSY

5. The University ModelIn a challenging economy • Undergoing scrutiny even for its traditional purposes • Never intended for corporate training • The current economy provides a great opportunity for rethinking where we are and where we need to go

6. Professor Vedder likes to ask why 15 percent of mail carriers have bachelor’s degrees, according to a 1999 federal study. “Some of them could have bought a house for what they spent on their education,” he said.

7. There is an entirely new learning and knowledge model taking shape at the workplace, one that totally replaces the current paradigm. "Virtual expertise" is a critical asset, and companies are developing networks to identify, channel and integrate a company’s virtual collective knowledge to those who need it, personalized bits at a time. The accent is on teasing the potential capability out of an enterprise’s knowledge workers and integrating that capability with vetted knowledge and information, making that virtual capability both manifest and indistinguishable from work activity. The end of the preceptor-driven learning model is at hand: corporate “universities” never really were that, and they will soon realize that their real mission is the exact opposite of the academic model and its trappings. A completely new model is appearing with knowledge workers in the center and all content, networks and supportive technology orbiting around them and among them. Real-time change management systems are replacing current learning and knowledge management systems to provide optimal corporate agility and responsiveness. The end game is integrating collective corporate wisdom with new learner-centric technologies to provide virtual expertisein real time. Virtual expertise Virtual collective knowledge integrating that capability corporate “universities” never really were that Real-time change management systems

8. corporate “universities” never really were that

9. Enterprise: Success measured by individual and organizational achievement Learner definition of success Supplier is evaluated Academic: Success measured by attendance, completion and test scores Supplier definition of success Learner is evaluated The enterprise knowledge ecosystem:different purpose, different goals

10. Why are Corporate Universities called “Universities?” Conclusion: Flap harder!

11. We need a gnomon- a point of reference

12. New technology, old methods:The Corporate University • Created to fill the training needs of the company • Modeled after the academic university • A huge mistake! • The corporation is not an academic institution • Companies are now demanding accountability and ROI from their knowledge infrastructure.

13. Results for learning are now measured differentlyNo more academic metrics • 33% gain in revenue per agent • 200% increase in 401(k) enrollments • 10X increase in market share • 50% reduction in time to sales readiness

14. There has been rapid movementfrom content to context CONTEXT CONTENT Time Learning Moments

15. There has been rapid movementfrom learning to doing • Information for the next ten minutes • Simple, job-related (not discrete) • Coaching/mentoring/community on-demand • All learning is personal • All learning is in context • Heads up! (push me what I need to know) • Just enough, embedded, integrated • ...Now go away!

16. Human Resources Reduce costs Increase skill LMS Integrate with HRIS Online courses IP-specific content Course catalogue Build it & they will come Academic model Intellectual capital Reduce time to market Increase productivity The cloud Integrate with everything Real-time support Smallest coherent chunk Semantic media Self-service in context Knowledge ecosystem There has been rapid movementfrom individual performance to firm performance

17. Joint Report: “Into the Future” The American Society for Training and Development (ASTD) and the (U.S.) National Governor’s Association • “We all have a skills gap, all the time...” • “New knowledge is created at a rate faster than workers can learn it…” • “The skills gap is a ubiquitous characteristic of life in the future….”

18. What I need when I need it

19. “The illiterate of the 21st Century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” Alvin Toffler, Future Shock, 1969

20. The eWorking solution • Smart Tools • Leveraging Intellectual Capital • Mashups of carbon and silicon • Always in Beta– real-time change management

21. Smart Tools eWorking with embedded performance support • Example: the need in China • A forced move from pricing to value • A marketing infrastructure with little or no training or experience in value management • A need to compete in a global economy in targeted markets based on value, not price • A solution: an eWorking SaaS suite • An array of online “Smart Tools” with a mashup of embedded learning, performance tools, collaboration, and data on a single integrated platform

22. eWorking demo

23. Give me a lever and a place to stand and I will move the earth.Archimedes Leveraging Intellectual Capital

24. Networks allow each individual to benefit from the collective knowledge of the entire enterprise • Social networks for process capture and improvement • Tacit knowledge capture and accessibility for performance support • Ad hoc “communities” for spot knowledge • People, information and knowledge objects coexist within a core taxonomy.

25. Activating Intellectual CapitalWhen a tree falls in the forest… • Intellectual Capital doesn’t even exist unless it can be: • Identified • Captured • Targeted • Redeployed • Used strategically • Measured

26. Mashup of Carbon and SiliconLeveraging and Networking Tacit Knowledge • Leveraging (doing less but accomplishing more), and • Networking (capturing and deploying the collective value of what we know) • Redefining expertise (as a commodity to be used) • Reducing time and space to zero • Learning and application coexist, reducing the time between learning and doing to zero • Carbon and silicon coexist, reducing the space between application and collaboration to zero

27. Always in Beta: real-time change managementThe unpredictable waves of change

28. Let THEM build it… and they will come Using social networks to refine methods iteratively

29. Always in BetaReal-time Change Management • The GEM story • A global CPG company wanted to introduce a new skill set for its marketing people. • Challenge: find the appropriate balance between hierarchical knowledge and “open source” (collaborative, networked). • Too much of the former and the resulting rigidity gets in the way of an adaptive solution; too much of the latter and there is chaos. • See the full story at: http://bit.ly/alwaysinbeta

30. Using Expertise, not Owning itLike rental cars in China • Increase of new licenses • Lots of drivers • Very few own cars • Not enough money to buy cars • Rental cars are solving the problem • Just-in-time solution • Not everyone can own a car • But they can have access to one when needed • A metaphor and a model for acquiring knowledge

31. Knowledge Rental cars • Increase of new business drivers • Lots of demand on managers • Not enough time for formal education • Difficult to predict learning needs • Personalized performance support just-in-time solution • No one can have all knowledge all the time • But they can have access to the knowledge when needed • Leapfrog! • Academic model is replaced by a more powerful tool

32. Conclusion • The eWorking solution is transformational, not marginal • eLearning is a milestone on the way to eWorking • Real-time change management systems are finding their voice • A common vocabulary (ontology) is required to support the convergence of embedded learning, performance tools, collaboration, and data on a single integrated platform • This vocabulary will be spawned from a new conceptual model for the blending of previously disparate functions • The Industrial Revolution increased productivity over cottage industries 5,000 times. This is more powerful. • We are standing in a Gutenberg moment

33. A Gutenberg moment

34. BiographyJonathon Levy Jonathon Levy (www.JonathonLevy.com) is a hands-on futurist and corporate learning expert. He is President and Chief Strategy Officer of LeveragePoint Innovations Inc., (www.LeveragePoint.com) where he provides vision and leadership in direct client service engagements, externally-oriented knowledge building and networking activities, and business development activities relating to Web 2.0 and Web 3.0 performance support systems . At Monitor Group he provided guidance and vision for the creation of a new paradigm in online performance support called “eWorking.” That solution—designed to activate, embed and evolve business methods—has been deployed with great success by Monitor’s clients throughout the world. Formerly the Vice President at Harvard Business School's Publishing Corporation, he helped to create the first profitable business for online learning in the soft skills market. Under his stewardship HBSP's online “performance support for busy executives,” a new model of online learning providing real time performance support for 2 million managers and executives worldwide, won an unprecedented nine industry awards in a single year.. He holds a patent for the integrated online platform, “System and Method for Network-Based Personalized Educational Environment.” A resident of Austin, Texas, he has consulted to and advised corporations and universities on six continents and has presented nearly 100 keynote speeches and featured presentations at major conferences in the U.S., Europe, Asia and Latin America. An acknowledged thought leader in the field of learning and technology, he has published numerous articles in professional management and education journals.