How to integrate learning in my daily (working) life

How to integrate learning in my daily (working) life
Why continuous learning is the new normal How to integrate learning in my daily (working) life Dr. Joël Krapf www.joel-krapf.com
| 2 My passion is enabling people and organizations to succeed in the digital age – I achieve this by being a learning addict Dr. Joël Krapf Head Lean Portfolio & Agile Transformation @ Migros Website joel-krapf.com/ linkedin.com/in/joelkrapf/ Working Experience (Excerpt) ▪ Head Lean Portfolio & Agile Transformation | Migros (since 2019) ▪ Keynote Speaker | JK – Growing Together (since 2016) ▪ Lecturer Digitale Strategy & Organisation | BFH (since 2018) ▪ Lecturer Agile Transformation & Organisation | ZHAW (since 2020) ▪ Lecturer Business Psychology & Learning Organisation | FHNW (since 2021) ▪ +10 years of professional experience in enabling and consulting people & organizations on transformational journey Learning Experience (Excerpt) ▪ Executive Master in Applied Technology | ETH Zurich (completion by 2022) ▪ Certificate of Advanced Studies, IT-Business Manager | University of St.Gallen (HSG) ▪ PhD in Organisational Transformation & Learning Culture | University of St. Gallen (HSG) ▪ Master of Arts in Management, Organisation & Kultur | University of St.Gallen (HSG) ▪ Certified Business Educator | University of St.Gallen (HSG) ▪ B.A. HSG in Business Administration | University of St.Gallen (HSG)
| 3 www.menti.com – Code 4049 2350
| 4 1 2 3 Why learning is the new normal How learning can be integrated in daily (working) life What skills do we need in the future
| 6 No need for knowledge anymore – we already have it in our pockets
| 7 No need for knowledge anymore – computers outsmart us anyway
| 8 Prevailing megatrends make lifelong learning even more important than it already is VUCA Digital Transformation Climate & Social Change 1 Complex problems can only be solved with emergent practices Learning as an approach to problem solving 2 The half-life of knowledge is 2-10 years depending on the area Learning for knowledge retention 3 Many organizations establish lean-agile practices to stay relevant Learning as a daily work routine
| 9 The "digital world" is a prime example of a VUCA situation: volatility, uncertainty, complexity, ambiguity
| 10 In the "old" world, solutions can be "thought through" - the problems are simple or complicated
| 11 In the VUCA world, solutions can only be tried out, there is no "right" solution - the problems are complex
Complex Complicated | 12 The impact of the VUCA world can only be understood if the difference between complicated & complex is clear ▪ Cause-effect not obvious, but present ▪ Good practices helpful ▪ Typical problem-solving strategies: more data, time, resources, experts ▪ Cause-effect not present or unclear ▪ Emergent practices helpful ▪ Typical problem-solving strategies: Bringing (many) different people together vs.
| 13 After a phase of efficiency pressure, we are back in an age of high innovation pressure Oesterreich, B. & Schröder, C. (2016). Das kollegial geführte Unternehmen. München: Vahlen The proportion of "complicated" problems The proportion of “complex" problems
| 14 it is not the strongest that survive, nor the most intelligent, but the one most responsive to change - Charles Darwin
| 15 The transformation from “just” an insurance to a life-time partner is a logical consequence of the new trends
| 17 Learning happens on three different levels – and it starts with you! Individual Team Organisation How to make learning a habit that sticks How to use learning loops to boosts team performance How to use lean coffees and other formats to make learning a part of organizational culture
| 18 How repetition defeats our memory loss We forget most of what we learn – thus we need to repeate often With repetition Without repetition Days
| 19 Learning strategy from elementary school taken into professional learning Use a system to make your (repetitive) learning a habit Funnel 1 week 2 weeks 4 weeks 2 months 4 months 8 months Done
| 20 «knowledge is a sort of a semantic tree – make sure you understand the fundamental principles, i.e. the trunk and big branches, before you get into the leaves/details or there is nothing for them to hang on» - Elon Musk
| 21 Learning happens mostly on-the-job
| 22 Just experiencing something doesn’t ensure learning https://www.mohawkcollege.ca/employees/centre-for-teaching-learning/experiential-learning/experiential-learning-theory
| 23 Use learning loops to boost performance & learning Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Innovation & Planning Sprint Monday Tuesday Wednesday Thursday Saturday Montag Dienstag Mittwoch Donnerstag Freitag Thursday Monday Tuesday Wednesday Saturday Montag Dienstag Mittwoch Donnerstag Freitag Sprint Sprint Sprint Planning Demo / Review & Retro Sprint Sprint Sprint Sprint Sprint Sprint Sprint Sprint Sprint PI Planning Learning, Innovation & Puffer PI-Planning PI-Planning 2 Weeks 2 Weeks 2 Weeks 2 Weeks 2 Weeks 2 Weeks Learning, Innovation & Puffer Learning, Innovation & Puffer Learning, Innovation & Puffer Planning Readiness, Pre-Planning Inspect and Adapt Sprint Puffer OKR OKR
| 24 Learning culture needs to be addressed as a team effort Analyse As-Is Learning Culture Activities: Introduction (15’) DLOQ-Assessment - short version (30’) Collectivelly reflect on learning culture results (30’) Result: Better understanding of learning culture and its impediments Define Measures Activities : Collect/brainstorm various measures to improve team culture (30’) Prioritize collected measures (15’) Result: Prioritized measures to improve team culture Team Workshop (120’): «define team specific measures» Follow-up: «implement measures iteratively» Implement & improve iteratively Activities : Implement defined measures iteratively: ▪ Experiment ▪ Measure ▪ Learn ▪ Repeate Define a regular meeting where team culture is reflected upon (e.g. retrospectives every 2 weeks) Result: Improving learning culture as a team habit
| 25 Lean Coffees are a planned «adhoc» learning session about a topic
| 26 Community of Practices connect people with similar learning needs CoP CoI Entwickler Projektleiter PO Scrum Master FK Agilisten Enterprise Architektur Portfolio Manager Top Mgmt Übrige Stakeholder Core Team
In the future we need skills on three different levels Digital World Digital Tools Digital Strategy Strategically required skills of employees (function- and business unit-specific) Mindsets and competencies that are important for success in the digital world Competencies that are important for successful leadership in the digital world Skills in the use of digital tools & products
In the future we need skills on three different levels Digital World Digital Tools Digital Strategy Strategically required skills of employees (function- and business unit- specific) Mindsets and competencies that are important for success in the digital world Competencies that are important for successful leadership in the digital world Skills in the use of digital tools & products
Skills in the use of digital tools & products ▪ Which tools make me more effective & efficient in my work? ▪ Which tools do my customers use? ▪ Which tools do my colleagues use?
Strategically required skills of employees are derived from vision and strategy Vision Strategie (agile) Umsetzung ▪ What skills do we need to implement the strategy? ▪ What skill do we need to live the strategy successfully?
Generali already defined its strategic important skills ▪ Agile Delivery ▪ Process Automation ▪ Data Collection & Interpretation ▪ Social Media Marketing ▪ Artificial Intelligence ▪ Ecosystems Dev. Strategy ▪ Data Driven Model Design ▪ Data Management ▪ Cybersecurity ▪ Transformation Support & Adoption ▪ Innovation Strategy & Partn. Scouting ▪ Technology Trend Visioning ▪ Actuarial Accounting ▪ Capital Management ▪ Design Thinking & CX ▪ Strategic Partnership & Lifecycle Mgmt ▪ Product Market Trends
The leadership role will be devided more and more «traditional» manager In the future the leadership role will be divided Technical- Lead ▪ Prioritization of work packages & creation of the roadmap ▪ Stakeholder management ▪ Technical-content coaching Technical Leadership «Coach» ▪ Supports employees in their development ("coaching") ▪ Promotes the competence development of a "functional group ▪ "Administrative" management (vacations, overtime, wages, etc.) Employee Development Lean-Agile Master ▪ "Servant leader" for the team - helps the team become better every day ▪ Leads the team methodically & ensures team development Team Leadership Team ▪ Implements the priorities of the subject lead in a self-organized manner ▪ Owns subject leads in different (sub) areas Content Ownership
Thus, we all need leadership skills Leader as a Coach ▪ Conduct regular coaching & development meetings ▪ Provide feedback and solicit feedback ▪ Provide regular sparring for substantive "Moment that Matter" issues Leader as a Gardener ▪ Promote quick & customer-oriented action ▪ Enable self-organization and self-development ▪ Ensure psychological security and trust Leader as an Explorer ▪ Clearly communicate vision and strategy ▪ Continuous coordination and pulse check with stakeholders and customers ▪ Ensure clarity of roles and goals
We all are subject to a significant reskilling in the years to come
We need more and more social & soft skills in order to be successful
Dr. Joël Krapf www.joel-krapf.com #Max{Value} #Min{Waste} #Always{Learn}

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