Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

How learning leaders are adapting to digital transformation

318 visualizaciones

Publicado el

Fintech is having a massive impact on Financial Services. Professional Services are on stand by for serious disruption as time-based billing and input-led business models are challenged. This presentation highlights how Learning Leaders in both industries are adapting to the opportunities and challenges of digital transformation, based on 2017 research conducted by LearnerLab, commissioned by Brightwave.

Publicado en: Empresariales
  • Sé el primero en comentar

  • Sé el primero en recomendar esto

How learning leaders are adapting to digital transformation

  1. 1. Proposal for XYZ 1 FINANCIAL AND PROFESSIONAL SERVICES How learning leaders are adapting to digital transformation Learner-first communications BRIGHTWAVE BREAKFAST SESSION: THE IVY - 15/11/2017 PROFESSIONAL SERVICES E-LEARNING FORUM: LINKLATTERS - 23/11/2017 Commissioned by Brightwave
  2. 2. Proposal for XYZ 2 • Financial and Professional Services • In depth interviews with 20 learning leaders • Representing 200,000 employees • 65% Professional 35% Financial services • 50% UK remit, 50% global remit for 
 learning RESEARCH OVERVIEW • Axiom • Newton • Ageas • Howard Kennedy • Rradar • Standard Life • Legal and General • RBC Wealth Management • Tesco Bank • Lloyds Insurance • Linklaters • TSB • Grant Thornton • RSA • Axa • Herbert Smith Freehills • Leaders • BDO • Allen and Overy • Deloitte
  3. 3. Proposal for XYZ 3 SECTOR BACKGROUND •Fintech disrupting Financial Services for a decade •Professional Services on standby for major wave of disruption •Time-based billing and input-led business models being challenged •Authentic experience of digital transformation important for consultants advising other businesses •Both sectors anticipate role obsolescence over next 5 years
  4. 4. Proposal for XYZ 4 The realignment of, or new investment in technology, business models, and processes to drive new value for customers and employees to effectively compete in an ever-changing digital economy. Brian Solis, Altimeter Group DIGITAL TRANSFORMATION ALTIMETER DEFINITION https://www.prophet.com/thinking/altimeter/digital-transformation/
  5. 5. Proposal for XYZ 5 FORMALIZED 31 BUSINESS AS USUAL 2 PRESENT AND ACTIVE 4 STRATEGIC 5 CONVERGED 6 INNOVATIVE AND ADAPTIVE SIX STAGES OF DIGITAL TRANSFORMATION http://www.briansolis.com/2016/07/huffington-post-6-stages-digital-transformation-research/
  6. 6. Proposal for XYZ 4 6 3 3 3 6 DIGITAL TRANSFORMATION RESEARCH GROUP - BUSINESS FORMALIZEDBUSINESS AS USUAL PRESENT AND ACTIVE STRATEGIC CONVERGED INNOVATIVE AND ADAPTIVE BUSINESS - DIGITAL TRANSFORMATION AVERAGE (3.68) DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH STAGE FOR OVERALL BUSINESS 1
  7. 7. Proposal for XYZ 6 1 2 7 FORMALIZEDBUSINESS AS USUAL PRESENT AND ACTIVE STRATEGIC CONVERGED INNOVATIVE AND ADAPTIVE DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH STAGE FOR LEARNING ONLY 30% KEEPING PACE 1 1 DIGITAL TRANSFORMATION RESEARCH GROUP - LEARNING 27
  8. 8. Proposal for XYZ 7 6 8 FORMALIZEDBUSINESS AS USUAL PRESENT AND ACTIVE STRATEGIC CONVERGED INNOVATIVE AND ADAPTIVE DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH STAGE FOR LEARNING ONLY 30% KEEPING PACE DIGITAL TRANSFORMATION - NO. OF ORGANISATIONS AT EACH STAGE FOR OVERALL BUSINESS DIGITAL TRANSFORMATION RESEARCH GROUP - BUSINESS VS LEARNING
  9. 9. Proposal for XYZ 9 Other organisations have done cooler stuff earlier, e.g. setting up digital labs, but when they’ve failed or not had the anticipated impact they’ve been disbanded. It’s crucial to get CEO backing and to see failure as part of the journey. Sometimes playing catch up means you can learn from other people’s journeys. ADOPTION STORIES
  10. 10. Proposal for XYZ 10 TOP DRIVER FOR DIGITAL LEARNING INVESTMENT ON DEMAND • Over half of orgs cite on-demand as top driver for investment • Move from ‘reach’ to supporting performance and colleague experience through pull-based strategies • Underpinned by delivering better customer experience • Equip and empower colleagues to help customers when they need it
  11. 11. Proposal for XYZ 11 BENEFITS OF HIGHER STAGE DIGITAL TRANSFORMATION • Better collaboration across internal teams • Strategic cross-functional approaches to new legislation e.g. Apprenticeship Levy & GDPR • More behaviour change around compliance • Transition to true ‘learning organisations’ • Less focus on LMS and more on pervasive learning culture
  12. 12. Proposal for XYZ 12 SELF DIRECTED REALITY VS VISION 52.94 35.29 61.76 32.35 50 11.76 23.53 5.88 47.06 52.94 17.65 45.71 52.94 48.57 74.28 54.29 62.85 48.58 62.85 85.71 85.71 57.14 0 10 20 30 40 50 60 70 80 90 Learning Pathways Marketing / Campaigns Curated off-the-shelf / external content Wider culture change initiatives User-generated content Personalisation Machine learning e.g. improved search and recommendations Frictionless user experience Skills to help people manage their own learning / continuously learn Access at point of need User research and analytics Enabling Self-Directed Learning - Reality and Ambition % Consider very or extremely important % Currently using
  13. 13. Proposal for XYZ 13 ENABLING SELF-DIRECTED LEARNING REALITY AND AMBITION Good news • Range of strategies in use to enable self- directed learning • 1 in 4 use machine learning to support discovery • 50% support user-generated content However • Organisations aren’t focussing on areas they consider most important • Curated content and learning pathways most popular but least important • Most important: Access at point of need, Skills to help people manage learning and Wider culture change • Biggest gaps: Personalisation and User experience
  14. 14. Proposal for XYZ 14 AI UNDERPINS PERSONALISATION AND PERFORMANCE 1. Organisational process • AI to take on specific tasks and roles • Performance support tool to people working alongside machines • Augmenting intelligence 2. As a tool to support learning • Personalisation • On-Demand Learning leaders see AI and automation impacting their learning strategy in two ways:
  15. 15. Proposal for XYZ 15 SUMMARY • Learning leaders can’t passively wait to see how disruption impacts • Sense of urgency - L&D needs to play a central role in organisation’s digital transformation journey • Support to enable continuous learning culture • Help colleagues up-skill, multi-skill and adapt to new technological environments and roles - constantly
  16. 16. Proposal for XYZ 16 CONNECT carl@learnerlab.com @carlhodler @learnerlab www.learnerlab.com

×