Innovationin the ClassroomDavid Magellan Horth,Senior Fellow

Before we start….

..there’s no classroom….

You have been assigned an image

• Please study the image at your seat• In what ways does this image represent for you,

how you will learn if there is no classroom to learn in?

• Discuss with your immediate neighbors.

Many enterprises fail because management sooner or later "loses the ability to recognize and adjust to new and changing conditions."

H. Smith RichardsonCreator of Vicks VapoRub Brand & Founder of CCL

About CCL

• Founded in 1970, when leadership development was a novel concept

• The brainchild of H. Smith Richardson who saw a virtuous cycle of “Ideas to Action” – that continues to be a guiding principle of our work

Our Beginnings

• A pioneer with singular focus on leadership education and research

• Four decades of dedicated research and practice makes us a unique contributor in the field of leadership education & development

• A recognized leader in executive education

• One of the world’s largest international, non-profit, educational institutions

CCL: What we are known for

PuneSingapore

For additional information, please contact me at horthd@ccl.org

CCL’s Global Locations

Addis Ababa

Moscow

Brussels

Challenges in Life and Work

Coursework and Training

Feedback, mentors and coaching

10%20%

70%

McCall, Eichinger, and Lombardo CCL

The 70:20:10 phenomenon

Trends Stimulating Innovation in the “Classroom”

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a forecast for the executive education market

Leadership development is the biggest expenditure in training budget

In 2010, leadership

development accounted for 22% of the organization’s total training budget. 2006 2007 2008 2009 2010

0

5

10

15

20

25

30

35 33%

21%17%

24% 22%

% of Budget for Leadership De-velopment

11Source: Bersin & Associates, Corporate Learning Factbook, 2011

European Foundation for Management DevelopmentDeans and Directors General Survey

June 2010

• Executive education results were mixed in 2010• 41% reported an increase in open programs, while 20%

remained steady• Custom programs saw one-third increase, while one-

third remained steady

• Expectations for 2011 are very positive• 66% of respondents expect an increase for open

programs• 65% expect an increase for custom programs

11

TOPTrends for 2011

a forecast for the training market

HR must be driven by organizational challenges & needs

1

Personnel Department

Strategic HR

Integrated Talent

Management

Organizational Needs-

Driven HR

• Differentiate & Segment Talent• Plan for the Future• Globalize the Workforce & HR• Integrate with the Work of the OrganizationSource: Bersin & Associates – Enterprise Learning and Talent Management 2011

42% of my colleagues rated me just “fair” or “poor” on basic business acumen.

60% of my colleagues believe HR is an administrative department, not a

strategic partner.

58% of my colleagues believes HR lacks the capabilities to develop talent

strategies

HR 2011

Sources: Bersin & Associates – Enterprise Learning and Talent Management 2011; Talent Management Factbook 2010; Deloitte: Talent Edge 2020: Blueprints for the New Normal; Korn/Ferry Institute: Business Today Demands a Comprehensive Talent Strategy – Can HR deliver?

Good talent is hard to find…and retain. 2

Today’s workforce has

“fewer technical and

professional skills than in

previous decades”

Source: Bersin & Associates – Enterprise Learning and Talent Management 2011

Companies with strategic business driven talent management:• 50% less turnover among high performers • 29% higher on employee engagement• 36% higher on leadership development• 41% higher on creating a pipeline of ready successors.

Source: Bersin & Associates – Enterprise Learning and Talent Management 2011

Diversity is redefined.3

Diversity is about age, culture, personality,

skills, training, educational background and life

experiences.……………………

Diversity among viewpoints leads to innovative thinking.

Top Priority:

Leadership Developmen

t

22% of training

budget

“Leadership development—is vital to succession planning.”

Develop

Hi-Pos Leadership at all

Levels

4Leadership development is a top priority.

NEED: Leadership at all levels

©20

10 C

ente

r for

Cre

ative

Lea

ders

hip.

All

right

s re

serv

ed.

22

CCL LEADER DEVELOPMENT ROADMAP

o Write down how you are perceived in your organization using key adjectives and/or adverbs.

o What’s your reputation? o What are you known for?

Personal Leadership Brand

Whether you realize it or not, you have a (leadership) brand:o It is how you get work doneo It is what you deliver and how you

interacto Like it or not – every day is a

performance review

How do you think you’re perceived?

1. Define what is delivered: • Keeps the military employed• Readily falls off walls• Keeps generations of children amused

2. Use three words to describe HOW perceived by others: • Risk taker, passionate, entertaining

3. Develop Tagline:• Approachable, vulnerable, myth-maker

Sample Leadership Brand Statement

1. Define what is delivered: • Keeps the military employed• Readily falls off walls• Keeps generations of children amused

2. Use three words to describe HOW perceived by others: • Risk taker, passionate, entertaining

3. Develop Tagline:• Approachable, vulnerable, myth-maker

Sample Leadership Brand Statement

Humpty Dumpty:

• Approachable, vulnerable, myth-maker

• A risk taker’s risk taker. He is passionate and very entertaining.

Humpty is guaranteed to:

• Keep the military employed

• Fall off walls on demand

• Keep generations of children highly amused

Sample Leadership Brand Statement

Darren Michael Harris

3. Tagline that summarizes your future brand: Getting to the Heart of the Matter

4. How you want to be seen by otherso Innovative Problem Solvero Relevanto Collaborative

5. Summarize what you want to be able to delivero Solid, robust designs and productso Novel and sustainable approaches to old and new

challengeso High quality service with a smile

Sample Leadership Brand

Discussion with a partner:o What brand do you want to be known for?

Your Leadership Brand

Innovation & Creativity are critical leadership qualities 5

6

Face-to-face training reigns….

58% of training is face-to-face.

…Yet E-learning EXPLODES 7

E-learning will see the strongest growth (15%), especially for lower leader levels in the organization.

90% of surveyed

organizations said that they are

using online learning

programs or plan to in the next 12

months

E-learning EXPLODES 7

1080Group_Web_Conf_Training_Trends_2010

Opportunity for Innovation

E-learning EXPLODES 7

1080Group_Web_Conf_Training_Trends_2010

CCL Webinars

FY07 FY08 FY09 FY10 FY110

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

# Participants

# Participants

Projected

USA

USA (2 Locations) London

Israel 3 locations

Addis Ababa

Ireland

3 hour interactive webinar on Global Leadership

What we learned

• It can be done!• Pushed us to focus on

the essentials• Pushed us to find new

ways of engaging participants

• Client realized the limitations of e-learning

• Nothing is sacrosanct

Coaching market is growing. 8

Informal learning becomes mainstream9

Source: Bersin & Associates, 2009

Substituting in part for 20% and 10%9

Source: Bersin & Associates, 2009

On Demand•E-Learning, Search, Books, Articles, Videos, Podcasts.

Social•Wikis, Blogs, Forums, Social Networks, Communities of Practice.

Embedded•Feedback, After Action Reviews, Development Planning, Quality Circles.

Three categories of informal learning

Clients and Competitors Leverage Social Networking

In addition to the popular social networking sites such as Facebook and LinkedIn, organizations are beginning to implement

enterprise social networks

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C C L D A S H B O A R D

11 Mobile Learning is on the Move

11 Mobile Learning is on the Move

In summary1. Business-Driven HR is necessary.2. Good talent is hard to find…and retain.3. Diversity is redefined.4. Leadership Development is still a top priority.5. Innovation & Creativity are critical leadership

qualities.6. Face-to-face training reigns. 7. E-learning explodes.8. Coaching market is growing.9. Informal learning becomes mainstream.10.Clients and competitors leverage social networking.11.Mobile learning is on the move.

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All this and…12. The client and participants are more savvy about the design of their learning.13. They are demanding relevance and connection to their business strategy and issues.14. They are demanding tools to help participants apply what they learn.

And there are other “places” we can learn

Imagine the faculty are horsesSee www.teachinghorse.com

Imagine learning leadershipat the racetrack“Leadership in the Fast Lane™”

Challenges in Life and Work

Coursework and Training

Feedback, mentors and coaching

10%20%

70%

McCall, Eichinger, and Lombardo CCL

In closing

questions?

What are you taking away from this presentation?

Please write down what you are taking away from this session.

Six words, no more no less (this is an example)