1. To the Agile Go the Spoils: Why Learning
Must Evolve
Speaker: Darin Hartley
Executive Director of Client Management
Intrepid Learning
Moderator: Daniel Margolis
Managing Editor
Chief Learning Officer magazine
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5. To the Agile Go the Spoils: Why Learning
Must Evolve
Daniel Margolis
Managing Editor
Chief Learning Officer magazine
#CLOwebinar

6. To the Agile Go the Spoils: Why Learning
Must Evolve
Darin Hartley
Executive Director, Client Management
Intrepid Learning
dhartley@intrepidls.com
(206) 838-9345
@soc_net_writer
Linkedin.com/in/darinhartley
#CLOwebinar

7. To the Agile, Go the Spoils:
Why Learning Must Evolve
#CLO_Agility

8. Darin Hartley - Bio
Executive Director, Client Management @ Intrepid
– a significant part of my role here is in business
development
Twenty plus years in training (ASTD, Dell, EG&G,
Lockheed Martin, GP, US Navy)
Graduate & Undergraduate degrees in Training
Management and Corporate Training
Author – 10 Steps to Successful Social Networking
for Business and three other titles
Passionate believer in the potential for
appropriately harnessed technology can do for
learning
8

9. #CLO_Agility
9

10. Technology
Intrepid Learning Solutions Enabled
Solutions
provides strategic learning
Delivery &
services, technology-enabled Managed
Services
learning solutions, and expert
learning execution to blue Consulting
chip companies
Research /
Theory of
Adult Learning
From strategy and design, to technology and execution, we’re dedicated to
the idea that learning can empower individuals and transform organizations
10
to achieve epic performance

11. Intrepid Services & Solutions
Technology
Business
Consulting Enabled Outsourcing
Solutions
Solutions
Instructor
Learning Delivery
Strategy, Management Services
Analysis & Development
Research eLearning
Content Design
Sales Readiness & Development
Measurement Mobile Learning
Virtual Classroom New Hire Learning
Content Design Training Orientation Technology
& Development Management
Agile Web Portal
Channel
Learning Enablement Training
Technology Program
Management &
Administration
To the Agile, Go the Spoils #CLO_Agility
11

12. Webinar Objectives
• Describe the connection between business agility,
learning agility and informal learning
• Apply technology-enabled informal learning research and
trends to your business challenge
• Apply example user scenarios and solutions, and a best
practice model for designing an effective technology-
enabled informal learning strategy for your organization
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12

13. Agenda
• Introductions
• Brief overview of Intrepid Learning Solutions
• Description of Agility
• Macro-level trends around Technology-Enabled Informal
Learning
• Sales & Onboarding agility example
• Model for agile implementation
• Summary and Q&A
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13

14. A myriad of factors are colliding and forcing
organizations to focus on people agility.
Top-Line
Unanticipated Innovations Disruptive
Conditions Technology
Culture Competitive
Change Pressures
Leadership Increasing
Vacuum Speed
Knowledge
Workers Business Beyond
Commodity
Agility
Virtuous
Future Jobs Circle
Return to Emerging
Growth Markets
Industry
Failing Grade Change
Industry
Brain Drain Consolidation
Herring, S. (2011, March 21). Moving Toward 2020: The Learning Decade. Fast Company.
To the Agile, Go the Spoils #CLO_Agility 14

15. Agile Learning Implications
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15

16. Traditional training investment is outmoded for
today’s learner
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17. POLL 1: Do you agree with the
70/20/10 Learning Model?
- Yes
- No
- Maybe
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18. DEFINITION: TEIL (via Intrepid)
Continuous learning that takes place independent of
instructors or formal courses through social, collaborative
or on-demand tools that allow learners and experts to
share content with one another.
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18

19. What does TEIL Research Tell Us?
A. Inclusion of technology-enabled informal learning (TEIL) in solution
development is generally high.
B. Sales organizations are the early adopters of TEIL, especially for product and
technical training.
C. 92% of survey respondents said TEIL worked average or better when applied
to their most important objectives.
D. Drivers for TEIL were improved access, ability to easily update and share
content and cost reduction.
E. Key TEIL growth area is mobile.
About this Study:
- Performed in September 2010
- 110 participants in 21 industries
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19

20. What Business Problems Does TEIL Focus
On?
N
=
98
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20

21. How is TEIL Used for Sales?
Understanding
technical/product
information 74% 10%
Communicating
the
value
proposition 69% 12%
Identifying
customer
needs 58% 22%
Representing
client
success
stories 57% 17%
Maintaining
good
customer
relations 56% 19%
Qualifying
leads 52% 21%
Positioning
against
the
competition 52% 19%
Acquiring
sales
best
practices 52% 23%
Current
Use
Overcoming
customer
objections 48% 21%
Planned
Use
Understanding
the
target
customer
profile 48% 23%
Using
CRM
effectively 47% 23%
Negotiating
and
closing
sales 35% 19%
Communicating
with
executives 34% 16%
Understanding
financial
fundamentals 32% 19%
Forecasting
new
sales
accurately 30% 23%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
N
=
72
Percent
of
Respondents
To the Agile, Go the Spoils #CLO_Agility
21

22. Why was TEIL introduced?
Make
c ontent
accessible
to
more
learners
68%
Increase
learners'
ability
to
self-­‐serve 65%
Provide
quick/easy
ways
to
update
&
share
fresh
c ontent 59%
Promote
c ulture
of
sharing
among
peers,
mentors
&
e xperts 48%
Improve
r elevancy
(e.g.,
by
personalization,
ratings,
search) 19%
Track
usage
patterns
to
improve
decisions
15%
Increase
brand
awareness
or
c ustomer
loyalty 13%
Other
(please
specify
below) 10%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Percent
of
Respondents
N
=
108
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22

23. What Technologies Support TEIL?
Conferencing
software
91% 5%
Short-­‐form
c ontent
(e.g.,
job
aids) 79% 12%
Short
e -­‐learning
pieces 73% 20% Widespread
Adop4on
Surveys
and
polls 73% 14%
Quizzes 69% 8%
Chat/forums 52% 19%
Blogs
and
microblogs 50% 14%
Communities
of
practice 48% 28%
Video
(e.g.,
YouTube-­‐like) 47% 23% Current
Use
Podcasts 43% 21% Planned
Use
Wikis 42% 10%
Mentor
networks 40% 24%
Social
networking
software 36% 17%
High
Growth
Areas
Expert
directories 30% 24%
Mobile
learning 21% 33%
0% 20% 40% 60% 80% 100% 120%
Percent
of
Respondents
N
=
108
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23

24. SALES & ONBOARDING
AGILITY EXAMPLES
24

25. Rebuilding a Sales Organization (Case Study)
• New leadership and new culture
from merger
• Lost half of sales team in 2010
due reorganization
• Need to achieve 30% growth in
2011
Peter Wiley,
Sales
General Manager, US
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25

26. Minimal Capacity to Successfully Train
Creating and closing
opportunities
4.5
Recruiting sales talent Protecting accounts
4
3.5
3
Maintaining accounts Defining and positing solutions
2.5
2 Focus on rapid execution and building
1.5 capability
1
Designing compensation 0.5 Supporting indirect selling
Your Score
0
Industry Mean
Building sales infrastructure Setting sales strategy
Managing within the sales
Coaching for sales results
ecosystem
Delivering sales training Developing sales force capability
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26

27. Rebuilding a Sales Organization
• No time to waste
• First wave of sales recruits on the
way
Sara Rafferty
Direct Sales
-1 mo Start +1 mo +6 mo
- 1 wk +1 wk +3 mo
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27

28. Live The Culture
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28

29. The Package Arrives
• New Hire “Paperwork”
• Welcome Videos from CEO and
other Executives
• Expectations and Orientation to
Day 1
-1 mo Start +1 mo +6 mo
- 1 wk +1 wk +3 mo
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29

30. Tablets Used More Frequently for Sales 2.0
Learning
“Global CIO: Inside SAP: 2,500 iPads Are Only The
Beginning.” (InformationWeek, Jan 13 2011)
“ The Hartford Piloting iPads for Annuity Sales:
iPads enhance speed-to-market by providing timely information and
resources for financial professionals, The Hartford says. (The”Virtual Water
Cooler,
Feb 7 2011)
“Mercedes-Benz Dealers Use
Apple iPad to Sell Cars”
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30

31. POLL 2: Are you using tablets
for learning and/or performance
support?
- Yes
- No
- No, but plan to implement in the
next 12 months
To the Agile, Go the Spoils #CLO_Agility 31

32. Social sharing is
Menus match business encouraged for
workflow client-ready content
Learner experience
matches corporate brand
messaging
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32

33. As assessments and New employees are
polls are completed, new encouraged to engage.
content is suggested. Results help trainers with
mentor assignment.
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33

34. Individuals are assigned
to a peer group to
accelerate sharing across
boundaries
Playlist is pre-populated
on the first day
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34

35. Accelerate Performance
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35

36. Content aligned to ASTD
sales competencies
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36

37. Co-mingle content from
informal and formal
sources
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37

38. Content added to playlist
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38

39. Relevant content
appears here
Manager pushes another
item to playlist
To the Agile, Go the Spoils #CLO_Agility
39

40. Stay Engaged
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40

41. Quicklinks provides single
location to access all
portals
Bio is updated to allow
others to search her past
and current experience
To the Agile, Go the Spoils #CLO_Agility
41

42. Personal content
contributions and blog
posts are displayed here
To the Agile, Go the Spoils #CLO_Agility
42

43. Meet Lisa Vance, Retail Sales Person
Company
Profile
§ Top
fashion
specialty
retailer
§ Known
for
quality
and
excep4onal
customer
service
§ E-­‐commerce
innovator
§ Strong
in
women’s
fashion
and
accessories
§ Challenges:
appeal
to
value-­‐oriented
market;
bad
debt
related
to
sluggish
economy
About
Lisa
§ Retail
Sales
Professional
in
Handbags
and
Accessories
Dept.
§ Avid
mobile
device
user
and
early
adopter
Lisa’s
Challenges
and
Goals
§ Keep
up
with
trends,
products,
seasons,
promo4ons
and
sales,
etc.
§ Unobtrusively
“size
up”
clients
to
make
recommenda4ons
§ Wants
to
use
smartphone
to
master
product
info
and
posi4oning
§ Curious
how
iPad
and
smart
kiosks
could
help
her
advise
customers
43

44. Cisco: The Future of Shopping
To the Agile, Go the Spoils #CLO_Agility
44

45. 3 Sweden, an Example
http://bit.ly/e8DvHs
To the Agile, Go the Spoils #CLO_Agility
45

46. Gameification – the next wave
-1 mo Start +1 mo +6 mo
- 1 wk +1 wk +3 mo
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46

47. AGILE IMPLEMENTATION
PROCESS
47

48. Five Step Process for Implementation
1. Measure 2. Support
and learn workflow
3. Select
5. Leverage
appropriate
best practices
technology
4. Deliver
relevant
content
To the Agile, Go the Spoils #CLO_Agility
48

49. Call to Action!
• What did you learn today that you plan to
apply in your organization?
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49

50. What’s next?
Contact Me Visit Intrepid’s Connect via
Directly Website Social Networks
If you have any Learn about our
questions, please feel philosophy, and
free to contact me. technology by visiting
Darin Hartley
Executive Director,
www.intrepidls.com
Client Management Be sure to visit our
dhartley@intrepidls.com blog for fresh content
o:206.838.9345
about learning and
c:206.718.2120
technology.
Twitter:
@soc_net_writer
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50

51. 411 1st Avenue South Suite 400
Seattle, Washington 98104
www.intrepidls.com
To the Agile, Go the Spoils #CLO_Agility

52. Questions and Answers
Darin Hartley
Executive Director of Client Management
Intrepid Learning
dhartley@intrepidls.com
(206) 838-9345
@soc_net_writer
Linkedin.com/in/darinhartley
#CLOwebinar

53. Join Our Next CLO Webinar
Beyond Learning: Make Your LMS Mission Critical to
Your Organization
Thursday, June 23, 2011
CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register at www.clomedia.com/events
Join the CLO Network: http://network.clomedia.com/
#CLOwebinar