Ls xchange deck.2012.

Learning @ the Speed of Change Delivering Strategic Value in the New Normal

Copyright Conrad Gottfredson, Bob Mosher 2012

Bob Mosher &

Conrad Gottfredson www.thefivemoments.com

2008— The New Normal

• Market Upheaval

• Technological Disruptions

• Demographic Churn

• Political Instability

The Challenge: Market Upheaval

“Brace yourself for more market upheaval Asia had a bad night, Europe had a bad morning, and so, now, America is

falling. The upheaval on world markets is not out of the ordinary …”

James Quinn, 5:51PM BST 24 Oct 2008

http://www.telegraph.co.uk/finance/financetopics/recession/3254591/Brace-yourself-for-more-

market-upheaval.html

http://www.telegraph.co.uk/finance/financetopics/recession/3254591/Brace-yourself-for-more-market-upheaval.html













The Challenge: Technological Disruption

FALLS CHURCH, Va., Oct. 22, 2008 /PRNewswire/

“A wave of disruptive

technologies is reshaping

industry, triggering new

business models and

altering consumer and

employee behaviors…” (http://findarticles.com/p/articles/mi_m4PRN/is_20

08_Oct_22/ai_n30928932?tag=content;col1 )

http://findarticles.com/p/articles/mi_m4PRN/is_2008_Oct_22/ai_n30928932?tag=content;col1

http://findarticles.com/p/articles/mi_m4PRN/is_2008_Oct_22/ai_n30928932?tag=content;col1

The Challenge: Demographic Churn • In developed countries the native workforce is decreasing and

aging: “high rates of fertility and mortality have been replaced by low rates of both. Since 2000 the US has witnessed no net increase in native-born Americans and birth rates are extremely low among educated women.”

• This is driving global outsourcing and “replacement migration.”

• New talent is more mobile by choice: “members of the 25-34 age group stay only an average of 2.9 years in their place of employment.”

World Economic Forum, January 2008 Panel Session http://www.weforum.org/en/knowledge/KN_SESS_SUMM_22327?url=/en/knowledge/KN_SESS_SUMM_22327

http://www.weforum.org/en/knowledge/KN_SESS_SUMM_22327?url=/en/knowledge/KN_SESS_SUMM_22327

The Challenge: Political Instability

• The implied projected cumulative loss (tied to the 9/11 terrorist attacks) in

national income through the end of 2003 amounted to 5 percentage points of annual GDP, or half a trillion dollars.

Economic Consequences of Terrorism, http://www.oecd.org/dataoecd/11/60/1935314.pdf

http://www.oecd.org/dataoecd/11/60/1935314.pdf

http://www.oecd.org/home/0,3305,en_2649_201185_1_1_1_1_1,00.html

To survive, organizations

must—

Learn @ the speed of

change

In other words, they must

be able to continuously

undergo new skill cycles to

prepare for new competitive

cycles —

constantly re-tooling in

order to maintain their

competitiveness.

The Opportunity of the New Normal

“The meltdown of 2008 will be seen as the mother of all disruptions

… disruption makes things new again, and what might not have

been possible in the old regime suddenly is. …”

“Change is difficult. It's hard, and people avoid it when we can, but

change eventually happens when the consequences of standing still

look worse than the consequences of taking a chance on change. …

It's time for all of us to change -- standing still is not an option, and

we can only imagine the disruptions ahead.”

Denis Pombriant http://www.crmbuyer.com/story/64878.html?wlc=1227021580

http://www.crmbuyer.com/story/64878.html?wlc=1227021580

Organizational Learning Agility

Benchmarking Series Members

• Among the largest global public relations agencies,

operating in more than 50 countries

• A leading North American corporate health insurer

with international reach in Asia and the European

Union.

• The world's largest semiconductor company with

86,000 employees.

• A global management consulting, technology

services and outsourcing company with 186,000

employees in 120 countries.

• 130 year old company conducting clinical research

in more than 50 countries, marketing

pharmaceutical products in 143 countries.

• The world’s leading aerospace organization

• Government intelligence and security agency

• The largest global family entertainment company

with more than 180,000 employees

To learn @ the speed of change, your organization must:

Copyright Conrad Gottfredson, Bob

Mosher 2012

1 Develop its External Intelligence Monitoring Capacity. Improve its ability to observe

and monitor the broader external landscape in key areas that could improve or

potentially threaten organizational competency.

2 Cultivate a Dynamic Learning mindset across the entire organization. Harness the

collaborative power of the organization to learn at or above the speed of change.

3 Develop its Leadership capacity to support learning agility at the organizational level.

This includes the capacity to lead change.

4 Put in place and evolve the organizational learning and performance support systems

that sustain individual and collective learning agility: Develop processes, systems,

structures, and other forms of support that provide people in the organization the help

they need in their coordinated learning and execution activities.

5 Evolve its learning & support technology infrastructure to optimize and support

organizational learning agility



Mosher 2012

1 Develop its External Intelligence Monitoring Capacity. Improve its

ability to observe and monitor the broader external landscape in key

areas that could improve or potentially threaten organizational

competency.



3 Develop its Leadership capacity to support learning agility at the organizational

level. This includes the capacity to lead change.

4 Put in place and evolve the organizational learning and performance support

systems that sustain individual and collective learning agility: Develop processes,

systems, structures, and other forms of support that provide people in the

organization the help they need in their coordinated learning and execution activities.



Develop External Intelligence Monitoring Capacity.


Mosher 2012

Learning

Function

Strategy

Function

Intelligence

Function



Mosher 2012




2 Cultivate a Dynamic Learning mindset across the entire organization.

Harness the collaborative power of the organization to learn at or

above the speed of change.









Cultivate a Dynamic Learning mindset across the entire organization.

1.0

Permanent Learning

(1957-1981)

One-time learning for permanent qualification.

2.0

Continuous Learning (1981-2004)

Continuous learning for ongoing qualification.

3.0

Dynamic Learning (2004-2009)

Rapid, adaptive, collaborative, and self-directed learning at the moment of need.

From TRCLARK Learning Agility Benchmarking Study



Mosher 2012






3 Develop its Leadership capacity to support learning agility at the

organizational level. This includes the capacity to lead change.







Develop Leadership capacity to support learning agility at the organizational level.


Mosher 2012

Leadership behavior is the single most important determining factor of organizational

learning agility.

• How prepared are you for the transition from the “leader as expert” paradigm to one that

emphasizes the “leader as learner”

• To what extent is your personal credibility based on your personal learning agility as opposed

to old knowledge?

• How much do you lean on the machinery of your organization to govern your personal learning

path? Are you on educational welfare?

• How effective are you at calling forth the discretionary efforts and creative potential of other

people through the influence of your learning habits, curiosity, and enthusiasm in the face of

problems that don’t yet have answers?

• Can you engage and mobilize people based on your influence skills? How often do you hide

behind the artifacts of title, position, and authority to press people into service?

• Do you feel personally threatened by the fact that your knowledge and skills are becoming

obsolete? Are you psychologically prepared to show your vulnerability to incompetence as

your skills become outdated because you have the ability to learn and adapt?

• If competence is a matter of individual learning agility, what are you doing to prepare for the

new environment?

• Do you believe that learning is where advantage comes from, that it represents the highest

form of enterprise risk management, and that the biggest risk a firm can take is to cease to

learn?



Mosher 2012








4 Put in place and evolve the organizational learning and performance

support systems that sustain individual and collective learning agility:

Develop processes, systems, structures, and other forms of support

that provide people in the organization the help they need in their

coordinated learning and execution activities.



Put in place and evolve the organizational learning and performance support systems that sustain individual and

collective learning agility


Mosher 2012

Aligned to deliver ROI and specific business benefit

Embedded in the workflow and readily available at the moment of apply.

Contextual According to specific roles and varying access needs (role and circumstance)

Just enough Only what’s needed in the form needed to effectively perform inside the business process

Integrated with formal learning to compliment and extend current learning investments

Trusted and current in every place.



Mosher 2012












5 Evolve its learning & support technology infrastructure to optimize

and support organizational learning agility

Evolve learning & support technology infrastructure to optimize and support organizational learning agility.


Mosher 2012

Mastery

Train



Concept &

Task Mastery

How are you

intentionally

helping

this happen?

Transfer Train

OTJ Competence

Time Time



Concept &

Task Mastery

How are you

intentionally

helping

this happen?

Transfer Train

How dynamic are

your learners?

OTJ Competence

Time Time

Sustain


Sustain Transfer Train

Time to Competence

(50% reduction on average)

Reference

and critical

skills

learning


Software Authored Embedded Performance Support Solution (EPSS)

Put in place and evolve the organizational learning and performance support systems that sustain individual and

collective learning agility


Mosher 2012

Aligned to deliver ROI and specific business benefit

Embedded in the workflow and readily available at the moment of apply.

Contextual According to specific roles and varying access needs (role and circumstance)

Just enough Only what’s needed in the form needed to effectively perform inside the business process

Integrated with formal learning to compliment and extend current learning investments

Trusted and current in every place.

Scalable Across multiple EPSS solutions creating an overarching PS Framework

Thank you for participating!!


Mosher 2012

• [email protected]

• [email protected]

• www.ontuitive.com

Ls xchange deck.2012.

Business

Transcript of Ls xchange deck.2012.