1. Leading Learning in VUCA Times:How Does a Volatile UncertainComplex Ambiguous Context ImpactStrategy?You can listen to todays webinar using your computers speakers or you may dial into the teleconference.If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code 929 941 341 #You will be on hold until the seminar begins.#CLOwebinar

2. Leading Learning in VUCA Times:How Does a Volatile UncertainComplex Ambiguous Context ImpactStrategy?Speakers:Sean Kavanagh CEO The Ariel Group Gabriella Strecker Vice President of Client Solutions The Ariel GroupModerator: Kellye Whitney Managing Editor Chief Learning Officer magazine#CLOwebinar 3. Tools You Can Use Q&A Click on the Q&A icon on your floating toolbar on the top of your screen. Type in your question in the space provided Click on Send.#CLOwebinar 4. Tools You Can Use Polling The poll will appear on theright side of your screen Select the best option foreach question Click on Submit#CLOwebinar 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YESPlease allow up to 2 business days to receive these materials #CLOwebinar 6. Leading Learning in VUCA Times:How Does a Volatile UncertainComplex Ambiguous Context ImpactStrategy? Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar 7. Leading Learning in VUCA Times: How Does aVolatile Uncertain Complex Ambiguous ContextImpact Strategy?Sean KavanaghCEOThe Ariel GroupGabriella StreckerVice President of Client SolutionsThe Ariel Group #CLOwebinar 8. OBJECTIVES AND AGENDA Objectives Share Early Findings from Ariel Industry Study Contextualize what is VUCA and why do we care? Move beyond current norms and historic assumptions about what makes good learning strategy Share innovative practices for todays learning challenges Agenda What is VUCA? Agile Learning: Adapting traditional theory for todays world Accountability for Learning: Motivating Learning Technology Whats it really good for? 9. 9 10. VUCA Bob Johansen coined the term VUCA in 2009 Institute for the Future (www.iftf.org) Author of Leaders Make the Future: Ten New Leadership Skills for an Uncertain World There are 3 things I remember from Bobs talk: Turn Participation into Engagement Reverse Mentoring: The Younger Generation Teaching the Older Generation The positive flip side of VUCA is Vision, Understanding, Clarity and Agility 10 11. VUCA POLLHow is your companys culture most affected by VUCA times?1. Increased pace of performance2. Decreased follow through and accountability because more people are doing more things all at the same time3. A general sense of being unable to keep up4. A general sense of not having strong relationships at work because you only talk to people on the phone or via skype?5. An empty or lonely hallway/cube space/common area devoid of people relating to each other 11 12. DEMOGRAPHICS Industries Represented Financial/Professional Services Manufacturing/Consumer Product GoodsCross Section Health Care/Pharmaceuticalsof Industries Entertainment Company Size (in number of employees) Mid to Large Learning Leaders: Sized Companies 52%: less than 100, 000 but more than 1, 000 Manager or Above 30%: less than 1,000 18%: 100, 000 and above Learning Leaders v trainers or consultants 35% Director and aboveOverwhelmingly see Learning 34% Manager or Senior Manager as a driver 15% Consultantsor enablerof change 15% Other See Learning asN = 20 one-hour interviews 69%: Driver or Enabler of Change38 questionnaire responses 20 learning summit participants 31%: Performance Support 12 13. 13 14. CONTRADICTIONS: ROLE OF LEARNING 69% of respondents see Learning as an Enabler of Change and YETthe learning models in use do not support that: 78% described a Competency Based model: agreed upon set of competencies defined by role with a set learning curriculum that repeats itself year-on-year 20% as Value Based: aligned with the business need of employees by developing programming related to current gaps/pain points 0% of respondents described their companys learning strategy as Needs Based aka internal customers come to the Learning organization and request development programs14 15. AGILE LEARNING POLLIs a learning strategy based on a competency model inherently staticand uneasy to shift, change, adapt as times shift, change and adapt?YES it is inherently static and hard to adapt to changing timesNO it can move and adapt as neededIf you select NO, send us some chat notes to tell us why you think this. 15 16. CONTRADICTIONS: ROLE OF LEARNING 69% of respondents see Learning as an Enabler of Change and YETthe learning models in use do not support that: 78% described a Competency Based largely aIf Learning is model: agreed upon set of competencies defined by role with a set learning curriculum that repeats itself year-on-year competency based model yet wants to act as a Driver orEnabler of Change 20% as Value Based: aligned with the business need of employees bywe have a challenge: developing programming related to current gaps/pain pointsCompetency models STASIS Change 0% of respondents described their companys learning strategy as NeedsDYNAMISM Based aka internal customers come to the Learning organization and request development programs16 17. FROM THE BOOZ-ARIEL LEARNING SUMMIT Three biggest downsides of a competency/curricular/learning calendarapproach Learning can become reactive to demands or development plans, not proactive or integrated with daily realities We create memories in the classroom, but not behavior change because employees learn to a pre defined competency but not to their daily reality We focus on fixing behavior in the short run, not developing talent for the long term 17 18. CONTRADICTIONS: HOW THE LEARNINGCONTRADICTIONS: SITUATING LEARNINGORGANIZATION IS ORGANIZED 57% of respondents organize Learning CENTRALLY or as an INTERNALCONSULTING PRACTICEIts hard to drive change in anuanced and fast paced way 28% have Learning SITTING IN THE LINES OF BUSINESS from a centralized model.Driving an army tank takesmore gas and time than driving a VW Bug. 18 19. SO, WHAT TO DO? SOLUTIONS FOR LEARNINGS ROLE AND SITUATIONStudy data told us WHAT: position the Learning organization at the nexusbetween strategy and executionStrategyLearningExecution 19 20. SO, WHAT TO DO? SOLUTIONS FOR LEARNINGS ROLE AND SITUATIONBooz-Ariel Learning Summit started to show us HOW: Position learning asa perennial DO, an active/action oriented process:Train employees & managers toValue learning on-recognize when the-job as much aslearning and in the classroomapplication isTrain managers happening Implement process to see, leverage &for debriefing toexploit opportunities capture on-the-job to enable employees learning in a to try new tasks &systematic way; responsibilities make the tacitexplicit 20 21. 21 22. ACCOUNTABILITY POLLWhat is the role of self reflection in motivating learning?1. Required: the root of all motivation to learn lies in seeing your own gaps.2. No role: learning must be about driving business results. You learn what the business needs you to know to be successful. 22 23. CONTRADICTIONS: READINESSReadiness: individuals and/or teams are poised and eager tolearn so as to adopt new behaviors and improve their results 62% see readiness reflected mostly in the DESIRE of an INDIVIDUALEMPLOYEE to learn as opposed to that learn forseeing the businessEmployees want to individualneed for learning their own development. 35% define readiness as a reflection of MARKET CONDITIONS Businesses need them to learn for the betterment of results.changing thus requiring individual employees to behave and performdifferently 23 24. .AND WE AGREE READINESS MATTERS FORBEHAVIOR CHANGE TO STICK 76% of respondents said it was IMPORTANT or ESSENTIAL 17% of respondents said readiness was USEFULSo why do we measureit anecdotally as opposed tostatistically or financially:83% via conversation orobservation of meeting24 25. HOW TO CREATE READINESS:WHAT OUR RESPONDENTS SHAREDPavlov knew something about this: Demonstrate results see those that learn benefitting Reward those who develop themselves and publicize that rewardAlthough 44% of respondents measure learning (including readiness),only 32% have a measurementand evaluation strategyand of that 32% only half provide metrics to senior leadership. 25 26. HOW TO CREATE READINESS: WHAT OUR RESPONDENTS SHAREDPavlov knew something about this: Demonstrate results see those that learn benefitting Reward those who develop themselves and publicize that reward.so did Jung: Attach motivation to learn to employees values and beliefs Challenge employees with interesting problems that pique theirinterest Have a culture where learning happens from successes and failures Create an environment where everyone is learner and teacherAnd so does a focus on People Development: Selection: Hire the right people Connection: Provide on-the-job application opportunities Direction: Reframe managers as Talent Developers and employeesas learners, not just performers26 27. SO MAYBE ITS A YES AND.Turn Participation into Engagement Appeal to Employees intrinsic motivations to learn (values, beliefs, selfactualization) AND Show Employees the lever is learning and let them receive the pellet ofreward (monetary, status, stretch assignments/promotion, celebration)IN A WAY that is ALIGNED with and ENABLING of: Vision Understanding Clarity Agility 27 28. 28 29. TECHNOLOGY POLLTrue or False:E-learning can inform me, but it cant transform me29 30. BUILD IT AND THEY WONT COME!46% of respondents are NOT using Social Media to learn or even tosupport learning54% who are using Social Media use it primarily as an InformationSharing and Networking Device, not a Teaching One: Pre and Postlearning, messaging, and reinforcementNo Pre- and post-messaging & reinforcement Networking Teaching30 31. SO WHAT TO DO?KNOW WHEN TO HOLD EM; KNOW WHEN TO WALK AWAYDeploy Social Media for its intended, best and highest use: being social,socializing, creating connections in ways other than face-to-face Use it to build event excitement Use it for leadership messaging at scale Use it to network and find informal mentors, coaches, guides in yourorganization; to act as one; or to help others to find them Use as a reinforcement, not a primary learning tool Dont see it as a replacement for dedicated time to learn OR to engagewith others31 32. SO WHAT TO DO?REVERSE MENTORSHIP LEARN SOMETHING, WILL YA? Leverage your organizational younguns to teach you what youdont know This is not defined by age (though it can be) but rather by techy & savvy fluency Be a contrarian Go against the grain in your own thinking, push yourself to turn your assumptions upside down, to change the conversation, to change your mind, ask yourself what am I missing? 32 33. TAKING OUR OWN MEDICINE We asked all of our respondents where Learning and Developmentprofessionals, and the industry, should focus its own development? Heres what they had to say, in their own words 33 34. THE VUCA OPPORTUNITYVISION Position learning as ROI & demonstrate it as suchDrive for organizational and Integrate Learning into other people processes: individualized leadershipbusiness culture that includes development; performance management; succession planning, recruiting, etclearning in its core identity Tell stories of effective learning organizations what does it feel like to work there as am employee? As a leader? Create rigorous criteria for who can practice in the field so there is more consistent value returned to the businessesUNDERSTANDING Learn the business model you work withinStay current with org strategy Be open to influences from outside the businessespecially the needs of the endand market shiftscustomer your employees serve Read and network (maybe even through social media )CLARITY Translate market trends, end customer needs, and strategic objectives intoLearning is the nexusofnecessary employee behaviors and create learning around thatstrategy and execution This could mean evolving the approach from quarter to quarter to stay currentAGILITY Develop consultative, facilitation and coaching skills, not just training delivery onesReimaginelearning as a Learn from our MarkComm colleagues what it takes to land a message all the -flexible, multi faceted solution approaches and passes requiredthat can take many forms Get out of the events business and into the service one Transform managers from drivers of performance to developers of people & talent 35 35. THANK YOUSean Kavanaghskavanagh@arielgroup.comGabriella Streckergstrecker@arielgroup.comhttp://www.arielgroup.com/ 36 36. Questions & AnswersSean KavanaghCEOThe Ariel GroupGabriella StreckerVice President of Client SolutionsThe Ariel Group #CLOwebinar 37. Join Our Next CLO Webinar Tackling your Toughest Challenges: Tools forLeading and Influencing in a Matrix Thursday, September 27, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at www.clomedia.com/eventsJoin the CLO Network: http://network.clomedia.com/ #CLOwebinar