Corporate Research Forum The Impact of Technology & Social Media on Learning Wednesday 20th June 2012

Agenda 9.30 Introduction 9.40 Initial discussion at tables 9.50 Overview of research 10.15 Three company examples 11.00 Tea & coffee break 11.20 Group discussion 11.55 Plenary feedback 12.20 Panel discussion with L&D experts 13.00 Lunch and networking

Report overview Challenges and opportunities The state of play The way forward

Operating environment

Initial headlines Intensifying, globalised competition, innovation, economic pressures; volatile 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 competence and governance demands new skills, understanding and strategic focus Challenges for leaders, HR/L&D, IT and other central functions

It’s all going mobile… Device push – smartphones, tablets Peripatetic workers, time at a premium Supporting just-in-time learning and performance Adapting content for mobile and also Learning in your own time and place Home learning/work increasing Video-conferencing and video-telephony enabling virtual classrooms, distance coaching Cost and ‘green’ benefits Security pros and cons

….and ‘social’ Facilitating groups and communities starting with recruits and programme alumni enhancing COPS and academies Easing/widening access to knowledge intuitive tools – little training required accelerating problem-solving video – emulating You Tube advances in cataloguing and tagging Democratising learning and thus business improvement – don’t wait to be told

Social media driving convergence

Able to change at ‘warp speed’

Home or work?

What’s the state of play? Some organisations say they are becoming ‘social’ But….many more are at an early stage Starts with reacting to customers and recruits Internal usage has been an afterthought Users’ frustration stimulating bottom-up DIY And also...debate and divergence re devices However... Everyone now ‘working on’ 70/20/10 Many freshening up e-learning ‘content dumps’ By 2012 most are incorporating mobile and social in learning and communication strategies

Obstacles to progress Leaders who know too little about learning and how technology can help some are dismissive or fearful allowing silos to persist Some HR and L&D rooted in the past still wedded to instruction and control not tech savvy, numerate, or sufficiently OD lack of vision and influence at the top IT - struggling with legacy systems, not focused on human systems Security fears – mostly misplaced

Areas of debate Devices – from bans to BYOD ‘Social’ isn’t serious Digital natives - or “it’s (not) generational” KM and learning – closing the old divide, and moving from ‘managing’ to enabling From blended to integrated learning Balancing tensions - information protection, intelligence gathering and engaging people Explicit and shared communication policies Measuring success – the RoI question

Principles to guide strategy Responsibilities for development self-development Mgrs as learning leaders, role-modelled at top Pull not push Connect where and when it suits Collective and viral knowledge-sharing Recognise learning and collaboration evangelists Integrate learning, collaboration, improvement and innovation Ensure central functions plan & work together Anticipate technology shifts

‘New’ L&D

The other key actors Boards and learning/digital governance ensure leaders enhance learning culture, are role-models of good practice and tech-savvy focus on digital competence, inc. HR/L&D capability Leaders – building capability and talent focus into strategy, and the trust that allows learning, collaboration and high performance to develop IT – partner with HR/L&D in integrating human and technology systems harmoniously Comms – partner with HR/L&D, eg in developing coherent internal/external social media practices Business transformation units – fully OD capable

A few final thoughts “Social media disintermediates – it crosses and by-passes hierarchy. That’s inherently frightening to yesterday’s managers, so often wedded to command and control and resistant to transparency.” Clive Shepherd, Chair E-learning Network “There’s huge untapped potential in most companies – and the flipside is vast dysfunctionality and wasted energy. Corporate culture needs re-inventing, it’s not a technology issue.” Clifford Burroughs, CIO, United Biscuits “Learning professionals who have the ear of senior management ….have learned that every conversation had better include information about money or time saved, revenue or new business generated, or customer problems solved." John Cone, former Chief Learning Officer, Dell

Cathy Doyle-Heffernan – Dyson Patrick MacDonald – Ericsson Discussion with Cathy Doyle-Heffernan – Dyson Patrick MacDonald – Ericsson Ian Bird - IBM

Group discussion - process 35 minutes discussion at tables 6 questions shared out between tables Choose a ‘rapporteur’ at each table Record answers & contributions on sheets provided Include - examples of good practice, things you’d do differently, what helps and hinders 20 minutes plenary 19

Issues to debate L&D as learning architect, inc using technology 2 Success in embedding informal learning Integration of learning, communication, business improvement and innovation L&D’s role/success in developing ‘learning leaders’ Balancing information protection, intelligence gathering and engaging people Measuring success in investing in new learning/communication practices and systems 20

Discussion with Peter Butler & Donald Taylor

CRF’s forthcoming events DATE EVENT 12 Sept Workshop & Report (Trinity House) Succession Planning 3 & 4 Oct International Conference (Athens) Creativity & Innovation 13 Nov Future of Work

Wednesday 3rd & Thursday 4th October 2012 Creativity & Innovation Conference We will be exploring four spheres of Creativity & Innovation Communities Organisations People Collaboration Wednesday 3rd & Thursday 4th October 2012 Hilton Hotel, Athens