Lisa BeckersMarch 2011

Learning and Knowledge AlignmentOpportunities across blurred boundaries

© 2008 Deloitte Touche Tohmatsu

The New Corporate Learning Framework10%

Formal learning

Planned learning

+

Physical classroom

Virtual classroom and webinars

Self-paced web-based training

Online assessments

2

Spontaneous learning on the job

90%Informal learning

Social networking & expert directories

Gaming & simulations

Social Learning

Publish and feedback on blogs

Co-create with wikis

Innovation and crowdsourcing

Micro-sharing &Tweet chats Interactive Video

Online communities

On-Demand

Learning Learning appsPodcasts and

e-books Job aids & EPSS

Learning videos e-Courses & recorded webinars

Learning

CareerLearning

Career moves & assignments

Special projects Feedback Coaching & mentoring

3

Increasing use of social media tools and collaboration practices are blurring the boundaries between knowledge sharing and learning

Approach

1. Conduct external research to identify learnings and leading practices from organizations who have implemented similar joint Learning-KM models

2. Conduct internal assessment to understand the landscape and opportunities within current alignment between Learning & KM within Deloitte

3. Define vision and propose recommendations based on input from KM and Learning stakeholders from member firms, global functions and global industries

4

External research findings• The industry commonly views KM and Learning alignment as a natural evolution of organizations that

value human and knowledge capital. KM and Learning are seen as continuous processes, two sides of the same coin, two people-centric capability enablers.

• Increasing employee capability and performance is the most common driver, enabling nimbleness, flexibility and innovation. As organizations mature in their KM and Learning practices, the desire for a single, integrated view of knowledge and learning increases.

• Organizations who have high level of alignment have a corporate organizational structure and are able to implement a centralized approach, with global systems for KM & Learning, which enables a seamless user experience.

• Benefits to aligning Learning and Knowledge Management come from the consistency and optimized user experience when Learning and KM content are connected through a common portal. Other benefits achieved include cost savings.

• Content creation and delivery is an area where organizations experienced the most success in aligning Learning and KM. The success is often enabled by a solid infrastructure, such as global platforms, taxonomy, etc. They are often viewed as intertwined within social-media-enabled environments.

• KM 2.0 views the concept of learning as a social process facilitated by technologies rather than information collection and storage processes. This social view of knowledge highlights how it’s created and supported through learning by way of interaction and situational embedding. In this frame, OL and KM cannot be separated.

5

External research findings, continued

Benefits of alignment

• Consistency and optimized user experience (i.e. integrated approach to leveraging social media for learning and knowledge sharing)

• Cost reduction • Improved productivity• Closer connection to business

6

©2008 Deloitte Touche Tohmatsu. All rights reserved.

The joint Learning-KM vision addresses the area of convergence between Learning and Knowledge Management….

Organizational

Learning

Organizational

KnowledgeKnowledge-based view of the firm

Behavioral aspects of creating a culture of learning and sharing

knowledge

Dynamic knowledge enabled by social media

Static knowledge and knowing

KM tools and IT solutions

Source: based on Org. Learning and KM: Toward an Integrative Framework (Vera & Crossan)

Theory of learning

Learning & performance systems

Individual / Group / Org learning

programs and delivery processes

Learning as content process: create / retain / transfer

7

Vision

• Business value driven: we design our knowledge and learning capabilities around the business value they create

• On-the-job access: we focus our efforts on providing the resources necessary to our client service practitioners according to the time and place appropriate to them

• Personalized experience: we provide a unique, customized view of Learning and KM content for each user

• Forefront of delivery: we deliver learning and knowledge using the latest thinking, technology, and innovation

• Synchronized approach: we bridge the gap between Learning and Knowledge sharing creating a seamless approach

8

Knowledge Management and Learning alignment will establish an integrated approach defined by five key attributes to deliver world-class capabilities that drive business performance

© 2008 Deloitte Touche Tohmatsu

Roadmap

9

Stage Description1. Build awareness KM and Learning teams increase

communication through formal and informal channels

2. Enable Explore platform and process issues that would enable blending approaches.

3. Share resources Develop strategies that blend capabilities, targeted at content and social media solutions.

4. Integrate with business Business process/context-driven solutions, mapped to real world. Learning and KM are consultants that work with the business together

5. Integrate Learning and KM with business processes

Emphasis on personalized, self-service learning and knowledge use where there are multiple uses of content provided seamlessly at point of need using integrated tools and real-time experiences.

©2008 Deloitte Touche Tohmatsu. All rights reserved.

Critical elements of a successful alignment program

1. Specific business needs and opportunities are identified before kicking off a KM and

Learning program. The value of aligning KM and Learning must be tied directly to

business results.

2. Senior leader support and commitment is a must. In APQC report (8 case studies) 63% of

the organizations indicated senior management drove the alignment of KM and Learning,

and 75% have a central group to manage and administer the integrated program.

3. Shared understanding of the KM and Learning business strategy & vision, cultural values

and a shared terminology.

4. KM and Learning activities are part of the employee's work processes, not a separate

activity.

5. Leveraging the distinct value propositions of both functions, but presenting a coordinated

solution.

6. Strong, ongoing communications around values and vision of the program, not

underestimating the importance of change management.

7. A supporting infrastructure (global platform, enterprise taxonomy) provides a simple and

single access point for the users.

10

External research bibliography

1. APQC, Integrating Knowledge Management and Organization Learning-Consortium Benchmarking Study, 2005.

2. Bennet, A. and Bennet D. The Partnership Between Organizational Learning and Knowledge Management, 2004.

3. Balaguer, E, Higgins, J. and Davenport, T. , Driving high performance through mission-critical job families, Accenture, 2007

4. Milton, N. Exploring the Concept of Organizational Learning, KM Review, 2008.5. Young, R. Reap the Rewards from Combining Learning and KM, KM Review, 2008.6. Sanchez, R. Knowledge Management and Organizational Learning, Lund, Sweden: Lund

Institute of Economic Research, 2005.7. Smith A.C. P. Facilitating Organizational Learning and Knowledge Management in

Transnational Organizations, The Learning Organization, 2006.8. Pasteur, K., etal. Knowledge Management and Organizational Learning for Development,

Brighton, England: the Institute of Development Studies, 20069. Schooley, C. How to Create a Comprehensive, High-impact Learning Strategy, Forrester,

200810. Schooley, C. Knowledge, Learning, And Work Unite!, Forrester, 2007

11