to the agile go the spoils: while learning must evolve

Speaker: Darin Hartley Executive Director of Client Management Intrepid Learning

Moderator: Daniel Margolis

Managing Editor Chief Learning Officer magazine

To the Agile Go the Spoils: Why Learning Must Evolve

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Darin Hartley Executive Director, Client Management Intrepid Learning [email protected] (206) 838-9345 @soc_net_writer Linkedin.com/in/darinhartley


To the Agile, Go the Spoils: Why Learning Must Evolve

#CLO_Agility

Darin Hartley - Bio

Executive Director, Client Management @ Intrepid – a significant part of my role here is in business development

Twenty plus years in training (ASTD, Dell, EG&G, Lockheed Martin, GP, US Navy)

Graduate & Undergraduate degrees in Training Management and Corporate Training

Author – 10 Steps to Successful Social Networking for Business and three other titles

Passionate believer in the potential for appropriately harnessed technology can do for learning

8

9

#CLO_Agility

Intrepid Learning Solutions provides strategic learning

services, technology-enabled learning solutions, and expert

learning execution to blue chip companies

About Intrepid

10

Technology Enabled

Solutions

Delivery & Managed Services

Consulting

Research / Theory of

Adult Learning

From strategy and design, to technology and execution, we’re dedicated to the idea that learning can empower individuals and transform organizations

to achieve epic performance

Consulting

Learning Strategy,

Analysis & Research

Measurement

Content Design & Development

Learning

Technology

Technology Enabled Solutions

eLearning

Mobile Learning

Virtual Classroom Training

Agile Web Portal

Business Solutions

Management Development

Sales Readiness

New Hire

Orientation

Channel Enablement

Outsourcing

Instructor Delivery Services

Content Design & Development

Learning

Technology Management

Training Program

Management & Administration

Intrepid Services & Solutions

11 To the Agile, Go the Spoils #CLO_Agility

•  Describe the connection between business agility, learning agility and informal learning

•  Apply technology-enabled informal learning research and trends to your business challenge

•  Apply example user scenarios and solutions, and a best practice model for designing an effective technology-enabled informal learning strategy for your organization

12

Webinar Objectives

To the Agile, Go the Spoils #CLO_Agility

•  Introductions

•  Brief overview of Intrepid Learning Solutions

•  Description of Agility

•  Macro-level trends around Technology-Enabled Informal Learning

•  Sales & Onboarding agility example

•  Model for agile implementation

•  Summary and Q&A

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Agenda


A myriad of factors are colliding and forcing organizations to focus on people agility.

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Herring, S. (2011, March 21). Moving Toward 2020: The Learning Decade. Fast Company.

Business Agility

Top-Line Innovations Disruptive

Technology

Competitive Pressures

Increasing Speed

Beyond Commodity

Virtuous Circle

Emerging Markets

Industry Change

Industry Consolidation Brain Drain

Failing Grade

Return to Growth

Future Jobs

Knowledge Workers

Leadership Vacuum

Culture Change

Unanticipated Conditions


Agile Learning Implications

To the Agile, Go the Spoils #CLO_Agility 15

Traditional training investment is outmoded for today’s learner


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POLL 1: Do you agree with the 70/20/10 Learning Model?

- Yes

- No

- Maybe

DEFINITION: TEIL (via Intrepid)

Continuous learning that takes place independent of instructors or formal courses through social, collaborative or on-demand tools that allow learners and experts to share content with one another.


What does TEIL Research Tell Us?

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A.  Inclusion of technology-enabled informal learning (TEIL) in solution development is generally high.

B.  Sales organizations are the early adopters of TEIL, especially for product and technical training.

C.  92% of survey respondents said TEIL worked average or better when applied to their most important objectives.

D.  Drivers for TEIL were improved access, ability to easily update and share content and cost reduction.

E.  Key TEIL growth area is mobile. About this Study:

-  Performed in September 2010 -  110 participants in 21 industries


What Business Problems Does TEIL Focus On?

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N = 98


How is TEIL Used for Sales?

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30%

32%

34%

35%

47%

48%

48%

52%

52%

52%

56%

57%

58%

69%

74%

23%

19%

16%

19%

23%

23%

21%

23%

19%

21%

19%

17%

22%

12%

10%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Forecasting new sales accurately

Understanding financial fundamentals

Communicating with executives

Negotiating and closing sales

Using CRM effectively

Understanding the target customer profile

Overcoming customer objections

Acquiring sales best practices

Positioning against the competition

Qualifying leads

Maintaining good customer relations

Representing client success stories

Identifying customer needs

Communicating the value proposition

Understanding technical/product information

Percent of Respondents

Current Use

Planned Use

N = 72


Why was TEIL introduced?

10%

13%

15%

19%

48%

59%

65%

68%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Other (please specify below)

Increase brand awareness or customer loyalty

Track usage patterns to improve decisions

Improve relevancy (e.g., by personalization, ratings, search)

Promote culture of sharing among peers, mentors & experts

Provide quick/easy ways to update & share fresh content

Increase learners' ability to self-‐serve

Make content accessible to more learners

Percent of RespondentsN = 108


What Technologies Support TEIL?

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21%

30%

36%

40%

42%

43%

47%

48%

50%

52%

69%

73%

73%

79%

91%

33%

24%

17%

24%

10%

21%

23%

28%

14%

19%

8%

14%

20%

12%

5%

0% 20% 40% 60% 80% 100% 120%

Mobile learning

Expert directories

Social networking software

Mentor networks

Wikis

Podcasts

Video (e.g., YouTube-‐like)

Communities of practice

Blogs and microblogs

Chat/forums

Quizzes

Surveys and polls

Short e-‐learning pieces

Short-‐form content (e.g., job aids)

Conferencing software

Percent of Respondents

Current Use

Planned Use

Widespread Adop4on

N = 108

High Growth Areas


SALES & ONBOARDING AGILITY EXAMPLES

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Rebuilding a Sales Organization (Case Study)

•  New leadership and new culture from merger

•  Lost half of sales team in 2010 due reorganization

•  Need to achieve 30% growth in 2011

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Peter Wiley,

General Manager, US Sales


0 0.5

1 1.5

2 2.5

3 3.5

4 4.5

Creating and closing opportunities

Protecting accounts

Defining and positing solutions

Supporting indirect selling

Setting sales strategy

Managing within the sales ecosystem

Developing sales force capability Delivering sales training

Coaching for sales results

Building sales infrastructure

Designing compensation

Maintaining accounts

Recruiting sales talent

Your Score

Industry Mean

Minimal Capacity to Successfully Train

26

Focus on rapid execution and building capability


Rebuilding a Sales Organization

•  No time to waste

•  First wave of sales recruits on the way

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Sara Rafferty Direct Sales

-1 mo

- 1 wk

Start

+1 wk

+1 mo

+3 mo

+6 mo


Live The Culture


The Package Arrives

•  New Hire “Paperwork”

•  Welcome Videos from CEO and other Executives

•  Expectations and Orientation to Day 1

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-1 mo

- 1 wk

Start

+1 wk

+1 mo

+3 mo

+6 mo


Tablets Used More Frequently for Sales 2.0 Learning

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“Mercedes-Benz Dealers Use Apple iPad to Sell Cars”

“Global CIO: Inside SAP: 2,500 iPads Are Only The Beginning.” (InformationWeek, Jan 13 2011)

The Hartford Piloting iPads for Annuity Sales: iPads enhance speed-to-market by providing timely information and resources for financial professionals, The Hartford says. (The Virtual Water Cooler, Feb 7 2011)

“

”



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POLL 2: Are you using tablets for learning and/or performance

support? - Yes

- No

- No, but plan to implement in the next 12 months

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Learner experience matches corporate brand

messaging

Social sharing is encouraged for

client-ready content Menus match business

workflow


33

As assessments and polls are completed, new

content is suggested.

New employees are encouraged to engage.

Results help trainers with mentor assignment.


34

Individuals are assigned to a peer group to

accelerate sharing across boundaries

Playlist is pre-populated on the first day


Accelerate Performance


36

Content aligned to ASTD sales competencies


37

Co-mingle content from informal and formal

sources


38

Content added to playlist


39

Relevant content appears here

Manager pushes another item to playlist


Stay Engaged


41

Quicklinks provides single location to access all

portals

Bio is updated to allow others to search her past and current experience


42

Personal content contributions and blog

posts are displayed here


Meet Lisa Vance, Retail Sales Person Company Profile

§  Top fashion specialty retailer §  Known for quality and excep4onal customer service

§  E-‐commerce innovator

§  Strong in women’s fashion and accessories

§  Challenges: appeal to value-‐oriented market; bad debt related to sluggish economy

About Lisa

§  Retail Sales Professional in Handbags and Accessories Dept. §  Avid mobile device user and early adopter

Lisa’s Challenges and Goals

§  Keep up with trends, products, seasons, promo4ons and sales, etc.

§ Unobtrusively “size up” clients to make recommenda4ons

§ Wants to use smartphone to master product info and posi4oning

§  Curious how iPad and smart kiosks could help her advise customers 43

Cisco: The Future of Shopping


3 Sweden, an Example

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http://bit.ly/e8DvHs


-1 mo

- 1 wk

Start

+1 wk

+1 mo

+3 mo

+6 mo

Gameification – the next wave


AGILE IMPLEMENTATION PROCESS

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1. Measure and learn

2. Support workflow

3. Select appropriate technology

5. Leverage best practices

4. Deliver relevant content

Five Step Process for Implementation


Call to Action!

•  What did you learn today that you plan to apply in your organization?


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What’s next?

Contact Me Directly

If you have any questions, please feel

free to contact me.

Darin Hartley Executive Director, Client Management

[email protected] o:206.838.9345 c:206.718.2120

Twitter:

@soc_net_writer

Visit Intrepid’s Website

Learn about our philosophy, and

technology by visiting

www.intrepidls.com

Be sure to visit our blog for fresh content

about learning and technology.

Connect via Social Networks


411 1st Avenue South Suite 400 Seattle, Washington 98104

www.intrepidls.com


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Darin Hartley Executive Director of Client Management Intrepid Learning [email protected] (206) 838-9345 @soc_net_writer Linkedin.com/in/darinhartley

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