The Future of Organizational Learning

Mission — To develop new ideas that will entirely change the future of organizational learning.

Organizational Learning faces several challenges in today's more complex global marketplace.

  • Continually changing business needs and economic priorities often push the importance of formal training to the wayside
  • Informal training that represented the bulk of career learning has decreased dramatically as virtualization and regionalization have meant more isolation and working with people we rarely see
  • Quality ROI metrics that measure the value of training effectiveness to business outcomes remain lacking

Heads of learning and development face additional challenges around enabling employees to steer their own training and career progression.

  • As employees face information overload, we struggle to reach them to teach curiosity and creativity and the essential skills of teamwork and collaboration
  • The traditional approaches, such as Learning Management Systems, do not use training media effectively
  • New MBAs lack leadership training as business schools fail to teach the skills or offer the contextual frameworks that are required for leadership in the modern corporation

The competitive global environment coupled with economic uncertainty requires us to develop new ideas to achieve an accelerated culture of corporate learning with the following successful attributes:

  • Re-powering informal learning in a technology enabled world through the power of virtual tools
  • Self-aware and self-directed employees who see themselves as leaders of their own curriculum
  • Leaders creating a learning mindset by democratizing content and providing learning infrastructure
  • Scalable, customized learning solutions enabling employees to get what they need, when they need it, and how they need it
  • The learning investment and related HR role becomes valued as critical to organizational success

Big ideas exist to build Big Tasks around creating substantial success in the corporate learning arena.

  • Formalizing Informal Learning by leveraging and expanding the value of existing staff meetings and informal networks to incorporate learning
  • Developing Just-In-Time Learning using social media/wikis and other tools
  • Creating Virtual Learning Methods by leveraging technology such as Virtual Learning Share and Social Media Learning Systems
  • Segmenting learners by their relative levels of "self awareness" to identify "high potentials"
  • Establishing self and peer-to-peer monitored learning plans creating continuous on-the-job training driven by employees, mentors, and managers
  • Using inter-corporate learning ventures to exponentially widen the amount of knowledge and learning activities available to workers
  • Having HR become a better monitor and predictor of enterprise risk to minimize human capital negative behavior

By collaborating together to revolutionize corporate learning we can achieve amazing results.

  • Greater visibility and buy-in on solutions to chronic challenges
  • Potential joint venture/resource sharing with peer organizations
  • More partnerships with technology providers to create tech solutions
  • Achieving real change in our own learning organizations as a result of our combined innovation
  • Expanding our networks and opening our minds to new and greater possibilities
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"I wish more people in the general public could see this quite frankly because it's a great example of citizenship in its broadest form."

Christopher Singer, EVP & COO, PhRMA

 
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