1. LEARNING TO LEAD: THE DIGITAL POTENTIAL. LPI CLO Connect – 1 March 2016 Patrick Woodman, Head of External Affairs, CMI

2. OUR VISION AND MISSION ›Better led and managed organisations ›Increasing the number and standard of professionally qualified managers “Creating a true profession”

3. THE SCALE OF THE PROBLEM. “ Nearly half of UK line managers are ineffective. ” 36%36% 43%43% Highly effective Effective Ineffective or highly ineffective21%21%...How effective are your line managers? Source: The Business Benefits of Management and Leadership Development, CMI, 2012

4. OUR UNIQUE APPROACH

5. DEVELOPING FUTURE TALENT… ›Chartered Manager Degree Apprenticeship ›Best of all worlds: ◦Business degree ◦Chartered status ◦Work-based learning ›For upskilling and new talent ›Currently 2/3-funded ›Apprenticeship Levy 2017

6. EMPLOYERS www.managers.org.uk/degreeapprenticeship and counting…

7. BUSINESS SCHOOLS www.managers.org.uk/degreeapprenticeship and counting…

8. SETTING THE AGENDA ›We set the standards ›We drive our values through what we do – professional, practical, progressive, passionate ›Getting Purpose, People and Potential right are the keys

9. LEARNING TO LEAD: THE DIGITAL POTENTIAL ›How are managers and employers using digital learning – and what is its future?

10. ABOUT THE RESEARCH ›Conducted with Oxford Strategic Consulting – Prof. William Scott-Jackson ›Survey of 1,184 CMI members – 1,184 ›23 interviews – HRDs, L&D experts

11. RESPONDENT DEMOGRAPHICS

12. 1. MAPPING THE LANDSCAPE ›What are the factors (re)shaping management and leadership development today?

13. RESHAPING LEARNING. ›70:20:10 ›Opening up learning ›Instant skills ›Social media ›“Don’t tell me what to learn!”… ›…or when to learn it ›Let technology do the work ›Nibbling, grazing, or gourmet dinners?

14. RESHAPING BUSINESSES ›Business priorities for 2016: 1. Controlling costs 2. Improving productivity 3. Managing performance [CMI Future Forecast 2016]

15. BARRIERS TO GREATER PRODUCTIVITY? [CMI Future Forecast 2016]

16. DIGITAL LEARNING: USAGE ›97% of managers use digital learning ›Average 8 days a year ›Bite size: grazing and nibbling ›Key benefits – control for learners

17. THE RIGHT TIME AND PLACE?

18. DO YOU OFFER DIGITAL LEARNING?

19. WHO INITIATES LEARNING & DEVELOPMENT?

20. TIME SPENT ON DIGITAL LEARNING.

21. BENEFITS OF DIGITAL.

22. 2. DIGITAL LEARNING: MISSING THE TARGET?

23. THE CHALLENGE ›Poor alignment ›Few focus on quality ›Most employers driven by cost ›Failing to meet expectations?

24. ARE YOU ALIGNED?

25. HOW DO YOU MEASURE SUCCESS?

26. COST VS QUALITY?

27. DRIVERS FOR EMPLOYERS.

28. CASE STUDY: COLT. ›Trying to dispel notion that digital is just ‘the cheap option’ ›Engaging, flexible – and more effective ›Training in the classroom, learning online

29. GENERATION CHANGE ›Digital learning is preferred by… older managers ›Younger managers expect more: Games Interactivity Social connectivity

30. USAGE AND USEFULNESS

31. 3. OTHER BARRIERS TO FULFILLING DIGITAL’S POTENTIAL ›'›'

32. BARRIERS – LOWER SCORES

33. BARRIERS – HIGHER SCORES

34. CASE STUDY ›“Tall, hierarchical organisations are melting and being replaced by flatter, more fluid organisations.” ›“Leadership is becoming increasingly volatile” ›“Leaders will be able to focus on those things which impact productivity, such as coaching, engagement, vision and sense of purpose.”

35. CASE STUDY ›End content dumping ›“Challenge-based” learning ›Sims-type game ›From courses to resources: short practical guidance over fortnight-long learning. Online resources - “The Hub” (‘BP’s YouTube’) and network ›Powerful emotive storytelling – fly-through ›Support all levels of talent ›But – not the end of face to face

36. CASE STUDY ›Estimated $10-15m annual spend (Korn/Ferry) ›Self-paced e-learning modules ›Driving engagement with monthly “hot topics” ›Harvard Management Mentor – uptake limited ›“Still far from blended”

37. CONCLUSIONS & RECOMMENDATIONS

38. A NEW MODEL FOR MLD.

39. WHAT MANAGERS WANT

41. FOR EMPLOYERS. ›Align development to strategy ›And stay aligned! ›Define what managers need to succeed ›Clear development routes? ›Recognise learning with professional accreditation ›Enable and empower ›Pass control to the learner ›Set expectations – be flexible on delivery

42. FOR EMPLOYERS (2). ›Select and signpost appropriate resources Quality is paramount ›Engage employees ›Support social ›Measure impact and build on your successes

43. ELIMINATING ACCIDENTAL MANAGERS 90% of managers say a qualification improved their performance 81% pass knowledge on 79% improve team performance... And the New Chartered Manager Degree Apprenticeship creates new routes into management – creating a true profession

44. FOR INDIVIDUALS. ›Take control! ›Engage your line manager and L&D ›Seek quality ›Prepare for the moment of need ◦curated, credible guides ◦point-of-need help: apps? ◦social networks ›Actively seek and experience new challenges ›Track your progress

45. MANAGEMENT DIRECT. ›Comprehensive, cost-effective – resources to overcome everyday challenges ›24/7 access – tailored structure ›ManagementDirect includes: ◦Leader videos ◦Checklists ◦Expert insights ◦5-minute, 20-minute and extended briefings ◦Problem-solving tools ◦Interactive scenarios ◦Research summaries ◦Publications and articles ◦E-learning modules ◦Structured learning journeys ◦Customisable learning playlists

46. THANK YOU. ›Report and case studies online: www.managers.org.uk/ digitallearning www.managers.org.uk/ digitallearning ›Tweet us your thoughts #MgtDigitalLearning ›@CMI_managers ›ManagementDirect: find out more and register for free employer trial www.managers.org.uk/ managementdirectwww.managers.org.uk/ managementdirect ›Research or Apprenticeships queries, please contact us research@managers.org.uk research@managers.org.uk