Michelle Ockers

Technical Capability Manager,

Supply Chain, Coca-Cola Amatil

70:20:10 Sneaking In

the SocialPresentation given at Learning@Work Conference

Sydney, 28 October 2014

@michelleockers michelleockers www.michelleockers.com

#learnatwork

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.

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.

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 programs for core technical

skills, which we did using a 702010

framework.

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.

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.

Opportunity: Supply Chain Technical Academy

Current State Future State

KPIMeasure 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.

“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?”

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.

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

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.

“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……

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.

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.

“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.

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.

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

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

70:20:10 Sneaking In

Enabling the Social

Michelle Ockers

Technical Capability Manager,

Supply Chain, Coca-Cola Amatil

@michelleockers michelleockers www.michelleockers.com

#learnatwork