​Impulsvortrag am Learning Lab, Uni Duisburg-Essen. Anwesende: Professoren, Dozenten und Studierende vom Lehrstuhl Mediendidaktik. 2018-03-24

1. Karl-Ludwig Knispel, Deloitte, March 24th 2018
Learning in the Digital Age
Impulsvortrag Learning Lab, Studiengang Educational Leadership und-Innovation,
Universität Duisburg-Essen

2. 2018 Deloitte 2
Learning in the digital age
Rewriting the rules of corporate learning caused of the disruption
of digital learning

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Agenda
• The Future of Work and Careers
• Challenges for Corporate Learning & Development:
o Immersive Technologies
o Platforms: New business models and learning ecosystems
o Learner Experiences
• New competencies within Learning & Development
• The Learning Organization Digital Maturity Assessment

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Learning & Development in business sector
Our focus today
Corporations
University
School

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Rewriting the rules for the digital age
Learning in the Digital Age
Unless otherwise noted, all data referenced in this is from 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age.
The largest and most extensive human capital survey to date
10,000+
business and HR leaders
140countries

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Careers and Learning are top trend No 2
Ranking of 2017 trends by importance
12%
17%
19%
21%
22%
22%
27%
29%
31%
37%
60%
88%
83%
81%
79%
78%
78%
73%
71%
69%
63%
40%
Not/somewhat important Important/very important
Note: Ratings for “The augmented workforce” and “Robotics, cognitive computing, and AI” both relate to the broader trends
on “The future of work” discussed in this report.
Percentage of total responses
Organization of the future
Careers and learning
Talent acquisition
Employee experience
Performance management
Leadership
Digital HR
People analytics
Diversity and inclusion
The augmented workforce
Robotics, cognitive computing, and AI

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Careers and Learning: Real time, all the time
Sources: The 100-Year Life: Living and Working in an Age of Longevity; A New
Culture of Learning: Cultivating the Imagination for a World of Constant Change
The changing nature of the career
Length of career Average tenure in a job Half-life of a learned skill
60 to 70 years 4.5 years 5 years
83%
are moving to open
career models
83%
Very important
or important
Organizations need to deliver a personalized learning experience that is
always on and always available over a range of mobile platforms

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How Work Gets Done is Changing
Source: 2017 Deloitte Global Human Capital Trends
70% use a search engine to learn what
they need to learn on their job
Increasing interconnection of work and learning
77%
The rise of disruptive learning technologies
do at least some of their learning
on a smartphone or tablet
The proliferation of learning content
80%
of workforce learning happens via on-
the-job interaction with peers,
teammates, and managers
In response, organizations are evolving to use of
more agile, embedded, and personalized
approaches and technologies.
Habits of work have evolved – as learners, employees
demand to be engaged efficiently and effectively
through means they are already using on the job

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Business and workforce changes require a new approach to Careers and Learning
Yesterday → Today Tomorrow
Learning
Formal training
activities in a
separate time and
space.
Work
A steady, linear
progression of
increasingly
responsible jobs,
typically in one
specialty area, with
one or a few
organizations.
Learning is work.
Formal, informal Learning
and work happen in fast,
iterative cycles.
Work is learning.

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The Future of Learning is here and it isn’t just about technology –it is about the holistic
learner experience
The New Learning Reality
https://vimeo.com/242996138/95dfa2d2ab

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New rules New actions
Careers go in every direction Reevaluate your career paths; encourage horizontal movement
People find their career direction with help from leaders and
others
Encourage networking and mentoring beyond formal
organization structure
Corporate L&D curates development and creates a useful
learning experience
Enable crowdsourcing of knowledge and social feedback on
experience
People learn all the time, in micro-learning, courses,
classrooms, and groups
Redefine “development” to include experiences, exposure, and
environment in addition to education
Learning technology creates an always-on, collaborative,
curated learning experience
Leverage existing technology and tools as learning resources
(e.g., work tools, search engines, social media, YouTube, etc.)
Learning content is provided by everyone in the organization,
and curated by employees
Drive accountability through leadership to both learn, “teach” ,
share and comment continuously
Learning is measured by impact
Align learning to measurable business objectives.
In the absence of a direct tie – let go and believe in the value
Learning is work; work is learning.
80% of learning happens on the job
Role model learning in the context of everyday work
Integrate work tools and AI into your learning strategy
A Way Forward
This new approach creates new rules, which force organizations to rethink what Learning & Development
means and what actions are required to drive value & meet expectations of this evolving workforce

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The digitalization causes major changes across all branches and industries
Source: MIT SMR & Deloitte Digital business research (2016)
believe their current talent pool can compete
1/10
organizations are not correctly structured to
operate in this new environment
90% believe digital
will disrupt their
industry
70% believe they don’t
have the right capabilities
92%
15 x as many VP-level leaders
at risk of leaving in 1 year
Not mature Mature
vs.
Figures show sense of urgency to operate effectively in the new work environment

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Organization faces Increased Complexity

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Challenges for Corporate Learning &
Development

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A) Immersive Technologies and
Robotics

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Immersive Technologies heavily impacts learning and training
Augmented Reality
Bedeutet „erweiterte Realität“. Von AR wird
gesprochen wenn über die gerade betrachtete
Welt mit Hilfe eines computergestützten
Systems in Echtzeit zusätzliche Informationen
(Video, Bilder, Texte) eingeblendet werden
Virtual Reality
Meint die Darstellung der virtuellen,
computergenerierten Welt und die
Möglichkeiten des Anwenders, in diese virtuelle
Möglichkeiten einzutauchen („Immersion“).
Dafür benötigen Nutzer spezielle eingabe- und
Ausgabegeräte wie z.B. VR-Brillen und
Datenhandschuhe
Source: digitalistmag.com
Source: Deloitte University

18. 2018 Deloitte 18
Augmented workforce - SAP: Virtual Reality in the Boardroom
• Empower your C-Suite
• Decision Cockpit for Ad-hoc Analysis
https://www.sap.com/germany/products/cloud-analytics/features/board-room.html

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https://www.youtube.com/watch?v=8OWhGiyR4Ns&t=6s
Augmented workforce - Thyssenkrupp augmented reality for elevators

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Robotics and AI – Chatbots in Business and Education
University of Georgia: Chatbot to attend a courseEd the Bot: Digital Learning Tutor at SAP
Source: Herndon, C. (2017)
Source: Jenewein, T. (2018)
• Welcome of new learners
• Coaching sessions
• Recommendations of next learning steps
• Answering standard questions

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Robotics and AI - Personalized Learning – Adaptive tutorial systems
Examples:
• ALEX
• Newton
• Area9
• IBM Watson
Data analyzing:
• Data about knowledge and performance of students
• Data about Contents and concepts
• Data bout learning (time spend, time needed)
• System offers personalized offerings and learning pathes
https://www.aleks.com/about_aleks/What_Makes_ALEKS_Unique.pdf http://www.knewtonhighered.com/

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B) Platforms
New business models and learning
ecosystems

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Platforms enable new business models
The rise of Business Platforms
80%
Of work will be done by self-organized
teams, no traditional organizational
structures, platforms provide the right
mix of skills and competencies
project based
15,5%
Of vendors that offers
business platforms
have significant better
business results
McKinsey (2017)
Bain & Company (2017)
Siemens, B/S/H, GEFacebook Uber
Sources: Facebook.com, iHause.de, Uber.com, pymnts.com
Alibaba

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Traditional L&D organizations have to change their business models from a training
course producer to a learning experience orchestrator
The Learning Ecosystem
External Partners
Technology
Companies
Startup
Networks
Content
Delivery
Platforms
Learning
Experience
Platforms
Internal Capabilities
Learning
Management
Systems
Social &
Collaboration
Software
Create,
Source &
Assess
Partners
Strategic Enablers
Content
Curation
Experience
Design
Data
Analysis
Branding &
Communi-
cation
Experience
Architecture
Tech Tools
& Leadership
Experience
Leadership
Multimedia
Development
App
Development
Learner
Experience
Design
Core
Learning
Service
Providers
Trainer
Network
Research
Institutions
Analytics,
Learning
Record Store

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Learning Experience Platforms combines internal and external learning contents
A New World of Corporate Learning Arrives: And It Looks Like TV

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C) The Learner Experience

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Digital Learning does not mean learning on your
phone, it means “bringing learning to where
employees are”
Employees learn through a series of events,
activities, and experiences
Josh Bersin

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Learner Personas and Learning Journeys

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Learning Experience is….
… the product of an interaction between an
organization and a learner over the duration of
their relationship. This interaction is made up of
three parts: the learner journey, the digital
and physical touchpoints the learner interacts
with, and the environments the learner comes
into contact with along a learner’s lifecycle.
Definition

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The learner journey describes all phases a learner goes through from discovery of
learning interventions to growing and sharing expertise
Learner Journey
Identify learning
need
Take part in a
learning
intervention
Reflect on the
learning content
ChooseSearchIntent EvaluateParticipateAccess Share
Apply &
transfer
Reflect
Search for
appropriate
learning
intervention
Access the
learning item
Try out newly
learned content
and transfer into
daily routine
Select learning
intervention
based on
preference
Evaluate the
learning
intervention
Contribute own
expertise by
sharing content &
experience
DISCOVER LEARN GROW
Onboarding Growing in role Transition to next Leaving the legacy

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Competencies for Learning &
Development

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New Set of Competencies for Learning & Development
Traditionelle Kompetenzen in
Training & Development
Neu benötigte Kompetenzen in
Learning & Development
Effektivität der
Lernangebote
Effizienz der
Trainingsabteilung
Alignment mit
dem Business
Didaktisches
Design
Projekt-
Management
Lern- und
Trainingsstrategie
Content-
Produktion
L&D Prozessdesign Budget Allokierung
Qualitätssicherung
Evaluation,
Reporting
LMS, LCMS
Administration
Marketing und
Kommunikation
Strategische
Kompetenz-
bereiche
Kernkompetenz-
bereiche
Kreative
Kompetenz-
bereiche
Learning
Leadership
Learning Data
Analytics
User Experience
(UX), Interface
Design
Lerntechnologien,
Plattformstrategie,
Learning
Environment
Learning
Experience Design
(LX)
Multimedia
Entwicklung
Business
Consulting
(Advisory)
Content-Curation,
Qualitätssicherung
Learning App
Design
Change
Management,
Community
Management
Facilitation,
Coaching,
Lernberatung
Entwicklung und Management von Trainingskursen,
Schulungsprogrammen und E-Learning
Ganzheitliche datengestützte und kontinuierliche
Mitarbeiterentwicklung mittels Lern-Interventionen
Fokus auf Effektivität der Trainings und Methoden,
Effizienz der L&D Funktion und Business Alignment
Fokus auf Innovation, Wachstum, Vernetzung,
Organisationale Flexibilität und Agilität
Source: Knispel K.-L. (2018)

33. 2018 Deloitte 33
Challenges and Activities for Corporate Learning & Development
Learning in the digital age
Organization & People
• Create impactful Learning
Experiences
• Design Persona and Learner
Journeys
• Orchestrate Learning
Technology Ecosystems
• Implement scaleable
learning infrastructure
Challegnes
forL&D
Activities
forL&D
TechnologyBusiness Model
• External Content Provider
attracts internal learner
as clients
• Less resources to
compete with high class
content provider
• Increased organizational
complexity
• Learning is work, work is
learning
• Digitalization fundamentally
changes jobs and roles
• Systems besides LMS: learning
experience platforms,
collaboration tools, content
delivery, rapid authoring etc.
• Augmented and Virtual Reality,
Machine Learning, AI, Ro(Bot)s
• Stop course and content
production
• Focus on content
curation and quality
assurance

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Digital framework – through the lens of Learning & Development
Truly “being” digital means the organization itself is constantly, intentionally learning – it’s about adopting a digital mindset
L&D starts to build digital
capabilities to support agile
development; learner-centric
technology being scaled but
not yet seamlessly
integrated
L&D begins shift from
creating content to sourcing
and curating content for
learners to pull; learning
technology ecosystem allows
access to learning anytime,
anywhere
L&D becomes “invisible” as
ownership of learning moves
to the business; content is
crowdsourced and enabled
by a seamless technology
ecosystem allowing
continuous learning and
intentional collaboration
L&D uses traditional capabilities
to develop and push content;
recognizes need for learner-
centric technologies and tests in
pockets of the organization
Becoming Digital
Exploring Digital
Being Digital
Doing Digital
Significant Organizational
Change Required
35%
Learning hours are delivered via
blended learning including mobile
devices and social learning
30% Prefer learning as the primary
driver of employee development
80%
Prefer micro-learning due to increased
learner preference and can be created on
300% less time and 50% less cost
High performing organizations are seizing the opportunity to
promote a new culture of learning, upending traditional models,
and transforming how employees learn. L&D is increasingly
BECOMING INVISIBLE, and the distance between learning and
work is moving toward zero.
15% Of their spend is on
learning technology
32% Use online performance support or
knowledge management systems

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The purpose of the Deloitte Digital Fluency Academy is to establish an adequate level of
digital capabilities among all Deloitte consultants
Deloitte Digital Fluency Academy
Continuous
learning
Capabilities
Training
curriculum
for clients
Common
view
KPIs
Certified
specialists
Ecosystem
Change of
mindset
Each consultant …
is aware of Deloitte‘s
service offerings in the
digital space
is enabled to identify
digital opportunities at
clients
is able to discuss key digital
topics „at eye level“
is aware of experts within
the Deloitte community to
approach for each specific
digital topic

36. 2018 Deloitte 36
Bain & Company. (2017). The Firm of the Future. Retrieved Februar 08, 2018, from http://www.bain.com/publications/articles/firm-of-the-
future.aspx
Deloitte Touche Tohamtsu Limited. (2017). Neue Spielregeln für das digitale Zeitalter. Globale Human Capital Trendstudie 2017. Retrieved from
https://www2.deloitte.com/de/de/pages/human-capital/articles/human-capital-trends-deutschland-2017.html
Herndon, C. (2017): Case Study: How Georgia State University supports every student with personalized text messaging.
http://blog.admithub.com/case-study-how-admithub-is-freezing-summer-melt-at-georgia-state-university
Jenewein, T. (2018). Chatbot als Lernbegleiter in der SAP Weiterbildung. Abgerufen am 08. Februar 2018 von
https://www.slideshare.net/SAPLearn/chatbot-als-lernbegleiter-in-der-sap-weiterbildung
Kane, G.C. et al (2016). Aligning the organization for its digital future, MIT Sloan Management Review and Deloitte University Press, July 25,
2016. https://www2.deloitte.com/insights/us/en/topics/emerging-technologies/mit-smr-deloitte-digital-transformation-strategy.html
Knispel, K.-L. (2018): Vom Kursentwickler zum Erlebnismanager – Corporate Learning & Development im Umbruch. In: Kompetenzen der Zukunft
- Arbeit 2030. Als lernende Organisation wettbewerbsfähig bleiben. Haufe Verlag Freiburg 2018. https://shop.haufe.de/prod/kompetenzen-der-
zukunft-arbeit-2030
McKinsey. (2017). New evidence for the power of digital platforms. Retrieved Februar 08, 2018, from https://www.mckinsey.com/business-
functions/digital-mckinsey/our-insights/new-evidence-for-the-power-of-digital-platforms
Pelster, B. et al (2017). Careers and learning: Real time, all the time. Deloitte University Press 2017.
https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/learning-in-the-digital-age.html
Quellennachweise

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