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Learning as it looks tommorow
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2. What to be proud of?
Learning as a differentiater via performance support
 Strategy driven, employee centered
learning culture
 Employees know why they are doing what they
are doing – and how their learnings
contributes and relates to our business now
and in the future
 Interventions has to make sense for the
individual, be grounded in a ”pull” from the
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employee and minimize Time2performance via
realism, relevance and small iterations.
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3. “It's very easy to fool
yourself when you
surround yourself with
people who believe as
you do.”
Seth Godin
"Tell me and I forget.
Teach me and I
remember.
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Involve me and I learn."
Benjamin Franklin
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4. More of…
+ -
Relevance and project specific Generic development processes
development processes and courses
Team learning Invidual dreams cannot be the
startingpoint for learning
processes but an important factor
Test & learn, prototype thinking Time consuming analysing
Allow perpetual beta mindset phases
Short and intense
Manager are OWNER and induce
urgency
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”YOU” are responsible for your
learning
Big Data
Learning agility
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5. Handles to pull
Guidiance for the Performance support
 Performance centric
 Learning agility: Ability to learn ahead of or during the
changes in the market.
 Reduce time to performance
 Increase the impact of the use of direct cost
 Eliminate – ”One size fits all”
 Reduce absorption time for technologies
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 Ensure instant feedback (individuals, projects, BU’s,
business).
 Learning is (always) collective and social
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6. Mountains to climb
Lowering barriers
 Knowing the customer
 Raising the awareness of learning and the link
to performance
 Ensure easy acces to lessons learned –
eg.”Wiki”
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7. Potential initiatives 1:2
 Inspiration for different models of learning in KN- setups
 My own project
 Project specific development
 Manager awareness on how to develop their employees
 Development plan service (building training plans)
 TedTalks
 Where do you get your input from
 How did you solve this problem?
 Where do you get your input from?
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 NewWorkCity
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8. Potential initiatives 2:2
 Performance support, offerings
 Learners
 Simple and experimental oriented change/actionplans
 Learning catalysts (managers)
 Learning structure sponsors
 Visualize and anchorage learning
 All learning projects has to be hooked on something real, it
has to be presented in a specific business context.
 Fast track, smooth, low entry barrier execution of project
specific performance issues
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 Speakers corner
 Virtual speaks from bottom up choosen experts
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