Social Learning Strategy V2
-
Upload
david-wilkins -
Category
Education
-
view
1.775 -
download
1
description
Transcript of Social Learning Strategy V2
Strategies, Models, and RolesSocial Learning
October 7th, 2009
David WilkinsExecutive Director of Product Marketing at Learn.com
About Dave
2
Dave WilkinsExecutive Director, Product Marketing
• National speaker at 40+ conferences• More than 15 years in the learning space• Author of 10+ published articles• Visionary behind Firefly and Knowledge Exchange
Email: [email protected]: @dwilkinsnhFacebook, AIM, LinkedIn: dwilkinsnhBlog: http://dwilkinsnh.wordpress.com
Show of hands
How many of you have professional contacts outside the company? Outside the country?How many of you work on a virtual team where at least one member of your team (including yourself) works in a different office, division, or country?How many of you work on teams where decision-making isn’t just top-down, but also bottoms-up and peer-to-peer?How many of you rely on Google or other search mechanism to find information to do your jobs every day?How many of you still rely on MS documents to share info?How many of you still deliver training predominantly through instructor-led training and courses?
My networks (images of kids, Dad etc…, Twitter, FB, LinkedIn, Jay Cross)
Networks – some market data and stats
My social media – blog, Twitter, FB, LinkedIn, SlideShare, delicious, Flickr, YouTube
Social Media - stats
My story
What’s going on here?
Model
Time
1 : 1 1 : Many Many : Many
1900’s 1900’s 2000
A New Model? Inverse Pyramid
10
Jay Cross and Harold Jarche
Many : Many One : Many
Typing your learning needs
The Social Enterprise Blog
Emergent Initiatives
1. To what extent will your business or initiative be dependent on the creation of new ideas, new processes, new products, or new services to drive key performance indicators?
2. How much of your team’s intellectual effort will be expended in solving novel challenges or problems?
3. How much of your team’s intellectual effort will be spent creating new solutions to existing problems or new problems?
4. What percentage of your team’s best practices will need to be based on principles and theory (as opposed to concrete steps and rote processes)?
5. What percentage of your best practices will emerge “from the trenches”?
6. To what extent will you need to rely on knowledge sharing among diverse groups either within or outside the company walls to drive key performance indicators?
7. When you think about a core contributor on your team, how much of his or her expertise is a result of superior synthesis, invention, or sense-making sorts of skills?
8. For the majority of your core initiatives, how important is a diversity of perspective or expertise in achieving your project goals or key performance indicators?
9. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified because of the admiration and esteem of peers?
10. How often do coordination and issue resolution happen through the ad hoc assembly of networked teams or individuals (versus through formal hierarchies)?
12
Codified Initiatives
13
1. To what extent will your business or initiative dependent on the efficient execution of known best practices or processes to drive key performance indicators?
2. How much of your team’s intellectual effort will be spent training on known best practices and processes?
3. How much of your team’s intellectual effort will be expended in ensuring adherence to known best practices or processes?
4. What percentage of your team’s best practices will need to be based on established steps and rote processes?
5. What percentage of your best practices will emerge “from on high” – SME’s, senior leaders, compliance officers etc…?
6. To what extent will you rely on efficient execution of homogenous, geographically co-located teams to drive key performance indicators?
7. When you think about a core contributor on your team, how much of his or her value is a result of the correct application of accepted processes, rules, or physically repetitive actions?
8. For the majority of your core initiatives, how important are a shared perspective and acceptance of authority in driving key performance indicators?
9. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified through longevity, established metrics, or manager opinion?
10. How often does coordination and issue resolution happen through existing teams and formal hierarchies?
Collaborative Initiatives
14
1. To what extent will your business or initiative be dependent on collaboration to drive key performance indicators? (10%, 20% etc…)
2. How much of your team’s execution is dependent on specialized knowledge?
3. How much of your team’s execution is dependent on the sharing and coordination of distributed expertise?
4. How much of your team’s intellectual effort will be expended in collaborating to develop known best practices or processes?
5. What percentage your best practices and domain expertise are known in “pockets” organized by geography, shared interest, or network affiliations?
6. What percentage of your best practices will emerge “from group consensus”?
7. To what extent is your team organized around common job roles and functions? (Retail or early childhood education would be 90% or more - identical job roles in multiple physical locations.)
8. What percentage of the problems faced by your team members are likely faced by other team members in identical job roles?
9. When you think about a core contributor on your team, how much of his or her value and influence is a result socially recognized expertise?
10. To what extent are key performance indicators driven by socially-validated domain knowledge?
Reality? Learning paradigms are blended
15
Leadership Collaborative, Formal, & EmergentSoftware training Formal & Emergent Certification and Compliance training FormalOn-boarding Formal, Collaborative & EmergentCustomer “training” and “support” Formal? Emergent? Collaborative?Innovation Emergent & Collaborative
How does this map to various interventions?
Emergent Content
• Course authoring* • Virtual classroom*• File sharing*• Blogging*• Discussions• Idea Sharing• Wikis• Tagging• Saved chat and IM• FAQ / Ask an Expert• Comments• Q&A• Social profiles• Role-playing
Codified Content
• Custom courses• Off-the-shelf courses• Curriculum• Certifications• Virtual Classroom• Simulations• Serious Games• Instructor-led Training• Help Systems• EPSS• Job Aids• Blogs**• Role-playing• Corporate Directories
Collaborative Content
• Discussions• List Servs• Wikis• Idea Sharing• Comments• Ratings• Reviews• FAQ / Ask an Expert• Searching Profiles• Tag Clouds• Social bookmarking• IM• Chat• Role-playing
*When enabled for all employees**When written by SME’s and official experts
17
Geographically dispersed expertise
Specialized products and product knowledge across a huge inventory
Common roles, common needs but no way to capture knowledge
Constant change and new info sometimes daily
Independent owners
500% ROI in under 6 months
Weekly and daily use of the system Documentation of common issues at marginal cost
Documentation of specialized knowledge at marginal cost
Culture of sharing
All 4400 Ace stores are independently owned and operated by local entrepreneurs, hard-working, passionate business owners who are involved with and, many times, reside in the communities where their stores are. There's a good chance you'll see your local Ace store owner at the grocery store or Little League game.
Problem ResultsBackground
A Collaborative Example
18
Driving innovation to develop new markets and new products
In 2004, Cisco’s Emerging Technologies Group was charged with building $1B business opportunities from scratch
iZone generated 400 ideas and 10,000 contributions
iZone led to the identification of $3 billion in market opportunities
iPrize awarded last October to German grad student leading an international team
Cisco plans to invest $10+ billion in the winning idea
“We just did three billion-dollar market opportunities without my knowing about it."
– John ChambersCisco Systems
Two InitiativesiZoneInternally-facing innovation initiative
iPrizeExternally-facing innovation initiative
Problem ResultsBackground
An Emergent and Blended Example
One example: software rollout
Go Live
Blog Posts
Video
Advertorials
Brown Bags
Contests
Ask an Expert
…
Courses
Simulations
Blogs
Surveys
Assessments
Links
Games
…
Simulations
Games
Courses
ILT
VILT
Curriculum
Assessment
Certification
…
Discussion
Ratings
Reviews
Ask an Expert
FAQ
Blogs
Comments
CoP
Chat
Microblogging
…
Idea sharing
Discussions
Wikis
Blogs
Comments
Brown Bags
…
Blogs
FAQ’s
Discussions
Email (Gasp!)
Microblogging
…
Simulations
Games
Courses
ILT
VILT
Curriculum
Assessment
Certification
…
Corp Comm
Pre-work
Instructor-ledWBT training
DiscussionRatingsReviews
New Best Practices
Corp CommUpdates
New information
FAQ’s
Instructor-ledVirtual
ClassroomWBT
Formal Social Formal
Be a pipe when:
• You need to build expert-led material
• You need to focus on delivery
• You need structured curriculum and reports (compliance, certs etc…)
• Accuracy trumps speed• You can handle the SME
load• You are mostly reacting to
internal clients• You “know” the answers
Be a plumber when:
• You need to create learner-led environments
• You need to focus on capture and sharing
• You need to empower teams to act independently
• Speed trumps perfection• You have more SME’s than
trainers• You need to engage clients,
partners, and suppliers• You don’t “know” and
answers are in the “cloud”
Are you the pipe or the plumber?
20
What’s next?
24
=
Thank you
David Wilkinshttp://dwilkinsnh.wordpress.comdwilkinsnh on Twitter, Facebook etc…