Focus of session = corporate learning in the US
Attendance included: SmartForce (Jay Cross & Teddy Zmrhal), IDC (Cushing Anderson), AchieveGlobal, Autodesk, Cisco, Congruity, Convene, eUniversity, Deutsche Telekom, Fujitsu, Hurwitz Group, JP Morgan/H&Q, Kinection, Kyoto University, LeadingWay, eTrain, NASA Ames, Pensare, Saba, SAP (12 people!), Schwab Uiversity, SRI, Sun, Unext, Vivance New Education, and others – 50 to 60 people in all.
e-Learning = e-content + e-management
Will explore the firebreaks between what’s hot and what’s not.
Key points:
Business driven, link to outcomes such as speed, retention, satisfaction, compliance, alignment, revenue. line-led, distributed, certain approach.
Learning first: in context, appropriate for application, power of participation, experiential, understanding, feedback, support, social side of learning
Holistic approach – “Overdue convergence of KM and learning.”
Performance management.
Human capital management solution to include attracting talen, deployment, motivating, managing, retaining.
Need to look across entire spectrum:
Learner-centric, making the knowledge worker the unit of production.
“Object” must include knows who as well as know-how
Do it, try it, fix it. 60% now is better than 98% later.
Terminology is off. “Learning” turns off senior management. It has a bad rep and it is personal, not corporate. eLearning serves to customers, (1) the employee, where it is personal and (2) the corporation, where performance rules.
Examples
Manage the brand: Amheuser-Busch distributors: handling, standards
Mitigate risk: Continental Airlines certifying baggage handlers
Drive revenue: Cisco, Oracle, Novell see customer education as a profit center
Increase channel alignment: Ford, Caterpillar, Cisco. Channel trained to provide better service, which increases customer loyalty. (If a certified mechanic successfully fixes my Ford, I’m seven times more likely to continue as a Ford customer.)
We most often learn through others.
What we choose to learn depends on who we are, who we want to become, what we care about, which communities we wish to join.
Informal communities learn and construct knowledge together.
70% of what’s learned in learned in the hallway.
If it’s that much, why would we leave that up to chance?
Apprenticeship is very natural and powerful. A process of membership. Participation is the key. Not such about the master and apprentice as participating in the group.
Masters keep learning as they teach. Informal group of people working together toward a goal. People learn as the try to become members of a community.
Engagement is inseparable from empowerment.
Failure to learn is the result of exclusion from participation.
Eilif: Any proof of lifelong learning in humans?
Viral learning??
a distinguishing element of current market strategies.
Knowledge capital drives customer value and economic profit in each of these market strategies. Organizations must be explicit in managing these dynamics.
Flow.
This is the internal training arm. Mgt skills, etc.
Dr. Harry Wittenberg, Director, Schwab University
Harry’s vision is a portal tied to…
1. LMS
2. Reference and tools
3. Schwab U Present (Video on Demand) – for soft skills. Backed up with a real person. (Recruited SMEs for this. Randomly selected so no one is overwhelmed.)
4. Online bookstore
5. Knowledge base (OPAL – which is DDI’s generic pap)
They look at eLearning in a format something like the OSI model:
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MetaMatters
· Metadata to play a significant role
· Access will be more efficient
· Re-use will be more realistic
· Beginning to build our own schema
Schweb, manned by schwabbies
What Harry worries about
Challenges
Op—real eLearning killer app is still to be built (if it can be)
Games will rule! new generation of workers raised on tech is maturing
Next wave
Continuous learning portal
