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Michelle Ockers
Technical Capability Manager,
Supply Chain, Coca-Cola Amatil
70:20:10 Sneaking In
the Social
Presentation ...
70:20:10 Sneaking In
Enabling the Social
Michelle Ockers
Technical Capability Manager,
Supply Chain, Coca-Cola Amatil
@mic...
Enabling social learning is important because the
nature of work is changing. Refer to Harold Jarche’s
blog and publicatio...
How to add value as an L&D Practitioner in an age
of knowledge sharing and collaboration ???
1.Redefine your role
2.Get it into your business strategy
3.It’s mostly about relationships &
behaviours
The business context in which I
seek to add value as a learning
practitioner is upply Chain in a
FMCG business.
Our competitive environment is
shifting and getting tougher. The
size of our workforce is reducing.
I lead an internal Technical Academy
which was established in 2012. Our
initial focus was to create structured
learning pr...
Used with approval from 702010 Forum
www.702010forum.com
In late 2013 we joined the online 702010
forum. I realised that w...
My Capability team had a challenge
to continue adding value in a shifting
organisational context. I felt that
social learn...
Opportunity: Supply Chain Technical Academy
Current State Future State
KPI
Measure Target
Capability level by function/ski...
“You’re
still here!”
YouTube – 70:20:10 by Charles Jennings & Fuse
“70:20:10 – I thought we made
that up!”
During consulta...
Our refreshed Capability
strategy consisted of five
elements. The key change to
our strategy was the addition
of Continuou...
We developed a three year road map of key
initiatives for implementation of the strategy.
A number of these initiatives are
critical to enable social learning. In
particular:
(1) Mindset and skills of our L&D
pra...
“How will
you stay
in touch?”
Examples of some of our attempts to support social learning during 2013.
We asked our experi...
In April 2014 our organisation upgraded from SharePoint
2010 to SharePoint 2013. IT also asked business units to
move shar...
By mid 2014 I’d personally experienced the benefits of building a professional network online (external to
my organisation...
“What’s
the
point?”
“How much context
should I give?”
“What will people
think of me?”
“When would I do
this?”
“I’m too bus...
Engineering
knowledge sharing
Analysis & Consulting Phase Consolidation
& Review
Strategy &
Implementation
for Approval
By...
I’m learning to:
1. ‘Own’ the space - redefine my role
& develop my & my team’s
capability
2. Be strategic in my approach
...
Here are some online courses and
resources to consider if you want to get
started with updating your online social
skills,...
70:20:10 Sneaking In
Enabling the Social
Michelle Ockers
Technical Capability Manager,
Supply Chain, Coca-Cola Amatil
@mic...
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Enabling Social Learning Case Study - Michelle Ockers

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Presentation given to Learning@Work conference in Sydney October 2014. Case study on enabling social learning in an organisation.

Publicado en: Empresariales

Enabling Social Learning Case Study - Michelle Ockers

  1. 1. Michelle Ockers Technical Capability Manager, Supply Chain, Coca-Cola Amatil 70:20:10 Sneaking In the Social Presentation given at Learning@Work Conference Sydney, 28 October 2014 @michelleockers michelleockers www.michelleockers.com #learnatwork
  2. 2. 70:20:10 Sneaking In Enabling the Social Michelle Ockers Technical Capability Manager, Supply Chain, Coca-Cola Amatil @michelleockers michelleockers www.michelleockers.com #learnatwork I’ve traded my sneakers for safety shoes and moved from experimenting with social learning to a strategy of enabling it.
  3. 3. Enabling social learning is important because the nature of work is changing. Refer to Harold Jarche’s blog and publication ‘seeking perpetual beta’ for content on how industrial work structures are changing to networked structures. Whatever can be automated will be, leaving complex work and problem-solving, customised tasks to be done by people. This requires learning agility – simultaneous working and learning.
  4. 4. How to add value as an L&D Practitioner in an age of knowledge sharing and collaboration ???
  5. 5. 1.Redefine your role 2.Get it into your business strategy 3.It’s mostly about relationships & behaviours
  6. 6. The business context in which I seek to add value as a learning practitioner is upply Chain in a FMCG business.
  7. 7. Our competitive environment is shifting and getting tougher. The size of our workforce is reducing.
  8. 8. I lead an internal Technical Academy which was established in 2012. Our initial focus was to create structured learning programs for core technical skills, which we did using a 702010 framework.
  9. 9. Used with approval from 702010 Forum www.702010forum.com In late 2013 we joined the online 702010 forum. I realised that we had not really grasped the scope of 702010 and were missing many opportunities to support workplace learning. In March 2014 I commenced the Social Learning Practitioner Program to develop my online social learning skills. This enabled me to experience the power of building a Personal Learning Network (PLN) and sharing knowledge, learning in real-time as I worked.
  10. 10. My Capability team had a challenge to continue adding value in a shifting organisational context. I felt that social learning approaches had the potential to help shape a response. By early 2014 our business strategy was formally updated. It shifted from a period of capital investment to focus on efficiency, restructuring, and realising the benefits of our investments.
  11. 11. Opportunity: Supply Chain Technical Academy Current State Future State KPI Measure Target Capability level by function/skill 100% of target Financial Value TBA National Replication Yes Waste: Waiting, Not Tapping Potential, Excess Processing Independent, inconsistent approach to technical capability development at State level. Tendency for new capability to degrade over time. National approach to capability management, supported by Supply Chain Technical Academy. Academy to provide national technical learning and assessment materials, and certification programs. We had achieved the Capability strategy set in 2012 to implement a national approach to capability management and provide national technical learning and assessment materials and certification programs. It was time to update our strategy.
  12. 12. “You’re still here!” YouTube – 70:20:10 by Charles Jennings & Fuse “70:20:10 – I thought we made that up!” During consultation on our Capability strategy and the role of the Technical Academy we reflected on what we had achieved, did a SWOT analysis, an discussed what needed to change. We also used it as an opportunity to educate our stakeholders about 702010, using a short YouTube video – 70:20:10 by Charles Jennings & Fuse. “What have we achieved?”
  13. 13. Our refreshed Capability strategy consisted of five elements. The key change to our strategy was the addition of Continuous Workplace Learning as an element. This encompasses all aspects of learning outside of formal training, and includes social learning. Of course, all of the other strategy elements will contribute to supporting social learning.
  14. 14. We developed a three year road map of key initiatives for implementation of the strategy.
  15. 15. A number of these initiatives are critical to enable social learning. In particular: (1) Mindset and skills of our L&D practitioners. (2) Development of Communities of Practice. (3) Supplementing formal ‘evidence based capability’ programs with social learning. (4) Using tools and technology more effectively to enable social learning.
  16. 16. “How will you stay in touch?” Examples of some of our attempts to support social learning during 2013. We asked our experienced operators who were trained as workplace trainers how they would connect across geographically dispersed sites. They were comfortable using the phone or email (although some of them didn’t have email accounts), but not SharePoint, our Enterprise Social Network. We tried arranging teleconferences, but logistics were too difficult. We also ‘structured’ a Community of Practice for our Systems SMEs, which we again tried to run via teleconference and email. The focus rapidly became status updates rather than knowledge sharing. Basically we were doing what we knew, perpetuating existing practices and behaviours, but expecting a different outcome. It didn’t work……
  17. 17. In April 2014 our organisation upgraded from SharePoint 2010 to SharePoint 2013. IT also asked business units to move shared files from file servers to SharePoint. I saw this as an opportunity to enable and encourage use of our ESN , with a particular view of people using it more effectively to connect, share and collaborate. I volunteered to coordinate the upgrade activity for Supply Chain and started looking at our existing SharePoint landscape. Supply Chain had over 160 SharePoint sites – a ratio of more than 1 site for every 10 permanent employees. By default (as there had been no governance), we had replicated our organisational structure, down to team level, on SharePoint. Nothing and no-one was easy to find, connect with, and share outside of your own team. With the upgrade to SharePoint 2013 we have closed down inactive sites and been progressively consolidating into a series of national sites. We are also putting a business unit governance framework in place.
  18. 18. By mid 2014 I’d personally experienced the benefits of building a professional network online (external to my organisation) and Working Out Loud. I started to Work Out Loud on SharePoint, and encouraged members of our Capability Community to join me. The take up was mixed. Of 10 people in the group three have taken to it sporadically, but not made it a habit. The others remain uncertain and hesitant.
  19. 19. “What’s the point?” “How much context should I give?” “What will people think of me?” “When would I do this?” “I’m too busy – it’s just another task.” Here are some of the concerns raised when I asked the group for their thoughts and feelings about Working Out Loud. Contrary to my (naïve) optimistic hope, role modelling and talking about online social learning were not going to generate changed behaviours. I was still playing around, experimenting, trying to ‘sneak’ in the social.
  20. 20. Engineering knowledge sharing Analysis & Consulting Phase Consolidation & Review Strategy & Implementation for Approval By September I realised it was time to get serious about social learning. With senior management support I engaged Helen Blunden from Activate Learning Solutions to help us to develop a strategy for enabling social learning across our Engineering and Maintenance teams – which we linked to a key initiative in our business strategy. Helen and I literally put on our safety shoes and visited production sites to look at the work environment, how people work, their networks and collaboration practices. We found that •Team members collaborate effectively at a local level •Some have strong internal networks that they use 1:1 •Some have strong external networks that they use 1:1 •Where people are connected they do share and collaborate •There is a willingness to share and collaborate more broadly, but a lack of understanding of how to to this. In October 2014 (date of this presentation) we were formulating a strategy which will include guided social learning to enable connecting, sharing and collaboration across organisational boundaries.
  21. 21. I’m learning to: 1. ‘Own’ the space - redefine my role & develop my & my team’s capability 2. Be strategic in my approach • Govern, but don’t control • Invest the time and resource 3. Manage change - it’s mostly about relationships and behaviours
  22. 22. Here are some online courses and resources to consider if you want to get started with updating your online social skills, build your Personal Learning Network and increase the value that L&D brings to your organisation: •Social Learning Practitioner Program •Personal Knowledge Management (PKM) in 40 Days •Social Media for Active Learning MOOC •702010 forum
  23. 23. 70:20:10 Sneaking In Enabling the Social Michelle Ockers Technical Capability Manager, Supply Chain, Coca-Cola Amatil @michelleockers michelleockers www.michelleockers.com #learnatwork

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