Learning Management Systems

Are They Coming To An End?

Josh BersinPrincipal and Founder, Bersin by DeloitteDeloitte Consulting LLPJanuary, 2017

Corporate Learning in 2017

Learning Management Systems: Where Are We?

Learning Infrastructure Today: A New World of Digital Learning1. Learning is a CEO level issue

2. Refocus on Career

3. The New Digital Workplace

4. How Corporate Training has Changed

5. Defining Continuous Learning

6. The New Learning Architecture

7. What To Do

90% of organizations surveyed by MIT and Deloitte anticipate their industries will be totally disrupted by

digital trends.

Digital Disruption

The Future of Work

Robotics, AI, Sensors are Here

Siri Cortana Watson Alexa Viv

RoboticsAverage cost below $25,000.

China purchasing 150,000 in 2016 to deal with shrinking workforce

The Future of Work: The Augmented Worker

Why skills matter so much

Shift to a service and IP-based economy

Source: U.S. Bureau of Labor Statistics

Life Expectancy Demands New Career Model

“Since 1840 there has been an increase in life expectancy of three months for every year.”Gratton, Lynda; Scott, Andrew. The 100-Year Life

Today’s Millennials have a 50% chance

of living to 100+

Increase in Life Expectancy Over Timehttp://www.mortality.org/

Productivity is suffering — is technology helping?

US productivity last ten years

1 billionsmartphones

i-Phonelaunched

100 millionTwitter users

1: Learning is CEO-level IssueFrom “Industrial Efficiency” to“Scalable Learning”

Economic Value of Learning at an individual level

The learning curve is the earning curve

Industrial Efficiency Scalable Learning

Research, Design, Build, Sell at Scale Research, Design, Build, Sell at Speed

“Over 300 years of economic history, the principal and most enduring

mechanism for distribution of wealth and reduction in inequality is the

diffusion of skills and knowledge.”

Economic Value of Learning at an individual level

The learning curve is the earning curve

Capital in the Twenty-first Century, Thomas Piketty, Editions du Seuil, Belnap Press 2013

Culture, value, leadership, and career (The Big Four)

What matters to employees

0.00

0.12

0.13

0.22

0.28

0.30

0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35

Year founded (age)

Compensation & benefits

Work life balance

Career opportunities

Senior leadership

Culture and values

Correlation of employment factors to Glassdoor recommendations as place to work

Culture and leadership are 3X more important than salary in your employment brand.

Career development and learning are almost 2X more important than comp, benefits,

and work environment.

Research by Glassdoor and Bersin by Deloitte Research, Summer, 2016

Training is key to Millennial engagement

Millennials rate development the #1 job benefit

6%

6%

8%

14%

19%

22%

0% 5% 10% 15% 20% 25%

Greater vacation allowance

Retirement funding

Free private healthcare

Cash bonuses

Flexible working hours

Training and development

Millennials in the workforceFor Millennials, “Training and development” is the most coveted job benefit

Source: KPCB

Percent indicating job benefit in first place

2%

17%

33% 34%

14%

2% 0%3%

56%

39%

We are reactive /tactical / Our purpose is

to simply fulfill.

2 3 4 We are proactive /strategic / Our purpose

is to act as businesspartner.

Overall % HILO %

Companies That Excel at Learning Make More Money

How do you think your leadershipperceives your learning organization?

In our 2008 and 2011 High-Impact Learning Organization Research “HILOs” profits grew 3X faster than the rest of the orgs studied.

How Well is L&D Aligned With Business?

Bersin by Deloitte High-Impact Learning Organization Study, 2014

2. Refocus on CareerCareer development: urgent, continuous, and employee driven

“The Three Boxes of Life,” By Dick Bowles

Educ

atio

n

Wor

k

Ret

irem

ent

Education

Work

Leisure

From To

Career development means upward progression

Career development means growth through new experiences

New positions are offered to me

I seek out and findnew opportunities

Development $ focuses on senior leaders

Development $ is applied to all roles and functions

My manager decides when I am ready for a new position

I decide when I’m ready to change roles

My manager helps me plan my career

My manager, mentor, and others help me find job opportunities

Taking a new assignment can be risky

Moving to a new position is respected and considered key to growth

Career management today

Building the new careerTraditional Today

Lifecycle of Learning for Work

New on the Job Seasoned Expert

Pace

of L

earn

ing

Normal

Great

Bad

How Do We Keep Learning Alive, Relevant, and Vital?

TurningPoint

Innovative approach to development

New expectations for employees

11 The New York Times, Feb. 13, 2016

3. A New WorkplacePeople have less time to learn, but more time to “micro-learn”

Sources: Deloitte Human Capital Trends 2014 and 2015

The overwhelmed employee

The “average” US worker now spends 25% of their day

reading or answering emails

Fewer than 16% of companies have a program to “simplify work” or help

employees deal with stress.

More than 80% of all companies rate their business “highly complex” or “complex”

for employees.

The average mobile phone user checks their device 150 times a day.

The “average” US worker works 47 hours and 49% work 50 hours

or more per week, with 20% at 60+ hours per week

40% of the US population believes it is impossible to succeed at work and have a balanced family life.

• Since 2000, American workers have lost an entire week of vacation, dropping average vacation days from 20.3 to 16.2

• Americans left 658 million unused vacation days and lost 220 million of them in 2015

• 39% of Americans “want to be seen as a work martyr” yet 86% say it’s bad for their family life.

We Are Working More Hours: The Vacation Crisis

48% of Millennials

want to be seen as a

“work martyr”

Millennials 50% more

likely to forfeit

vacation days

McKinsey Global Institute / International Data Corporation, The Social Economy, 7/2012

Knowledge workers spend less than 40% of the average workweek on tasks specific to their jobs

Reading and answering e-mail

Searching and gathering information

Communicating and collaborating internally

28% 19% 14% 39%

We Spend Too Much Managing Information

Source: Meet the Modern Learner: Engaging the Overwhelmed, Distracted, and Impatient Employee, Bersin by Deloitte, Deloitte Consulting LLP

The Reality of Learning Today:We Don’t Have Much Time

24 minutes a week

Shared values and culture

Transparent goals and projects

Free flow of information and feedback

People rewarded for their skills and abilities,

not position

Learning at work

And… we operate in a network of teams

BA

DCF

A

C D E

B

G

How things were How things “are” How things work

E

Integrating HR into Work Itself…

And There’s More to Come…

4: Corporate Training ChangedWe are in the “fourth wave”

E-Learning& Blended

TalentManagement

ContinuousLearning

All MediaAlways On

Rapid Evolution of Corporate LearningFrom Content-Centric to Continuous and Experience-Centric

Real TimeEmployee

Driven

2001 2005 20172010

Self-StudyOnline Learning

Learning On DemandEmbedded Learning

Everyone, All the Time, Everywhere

Career FocusedLots of Topics

Learning PathCareer Track

Video, Self-AuthoredMobile, YouTube

Micro-LearningReal-time Video

Courses Everywhere

Course CatalogOnline University

2020

Employee C

hoiceAlw

ays On Learning C

hannels

Instructional DesignKirkpatrick

Blended LearningSocial Learning

70-20-10Taxonomies

Design ThinkingLearning Experience

LMS asE-Learning Platform

LMS as TalentPlatform

LMS is InvisibleData Driven, Mobile

LMS as ExperiencePlatform

Formats

Philosophy

Users

Systems

And…Learning Technology Has Radically Changed

CBT E-Learning Video Everything

77%

53%

32%

4%

6%

13%

10%

15%

26%

4%

14%

15%

5%

10%

13%

2009

2012

2015

ILT

Virtual ILT

Online self-study

On the Job

Collaboration

ILT shrinking in volume, growing in importance

Online and collaborative learning Is finally working

OTJ and apprenticeship is growing rapidly

Today only 16% of L&D spending is allocated to instructor delivery, vs. 21% in 2011 and 33% in 2006Source: Bersin Corporate Learning Factbook® 2015

Shifting resources away from ILT, toward online and on the job

Huge shift in content strategy

12%

6%

26%

13%

Using MOOCs Advanced media (video, gaming,mobile)

2015 2016

110% Growth 130%

Growth

Companies rapidly maturing their approaches(% of companies rating their practices “excellent”)

Source: Deloitte Global Human Capital Trends 2016, n=7,000

Digital content everywhere

Companies are adopting MOOCs and video

Long Form? Short Form? Both Still Needed

Micro-Learning Macro-Learning

I need help now. I want to learn something new.

• 2 minutes or less• Topic or problem based• Search by asking a question• Video or text• Indexed and searchable• Content rated for quality and utility

• Several hours or days• Definitions, concepts, principles, and practice• Exercises graded by others• People to talk with, learn from• Coaching and support needed

Is the content useful and accurate? Is the author authoritative and educational?

Videos, articles, code samples, tools Courses, classes, MOOCs, programs

Where Does Macro and Micro Learning Apply?

New on the Job Seasoned Expert

Pace

of L

earn

ing

Normal

Great

Bad Macro

Macro

Micro

Micro

Micro

Micro

Micro

CredentialTeach

5. Define Continuous LearningTechnology Need has Expanded

Performance support and other tools forImmediate

point-of-need learningQ. WHAT DO I NEED TO SUPPORT MY SUCCESSIN THE MOMENT?

Q. WHAT DO I NEED TO GROW IN MY CURRENT ROLE?

IntermediateCurrent job development and competency expansion

Development of skills and relationships that will meetTransitional

Q. WHAT DO I NEED TO GROW IN MY CAREER?long-term business goals

Four Elements of Continuous Learning

Source: Reimagining L&D Capabilities to Drive Continuous Learning, Bersin by Deloitte / Dani Johnson, March 2015

New learning methods that enable continuous learning.

Source: Reimagining L&D Capabilities to Drive Continuous Learning, Bersin by Deloitte / Dani Johnson, March 2015

Blogs

Ratings

Mentoring

Wiki’s

Video

Podcasts

Discussion Boards

Social Networking

Tagging

Micro-blogs

Virtual Worlds

Stretch Assignments

Communities of Practice

Collaboration

Search

Simulations

Surveys

Whitepapers

Case StudiesArticles

Visual Aids

Presentations

Books

Corp Websites

Manuals

Performance Support

Product Demonstrations

Instructions

Observations

Journaling

Standard Operating

Procedures Newsletters

Corporate Communications

Marketing Collateral

Business Process Documentation

Programs

Role Playing

Classroom ConferenceseLearning

Coaching

Webinars

Lunch ‘n Learns

Chalk TalksOnboarding

Debates

Consulting

LecturesExperiments

LabsTeaching

Courses

Workshops

Interviews

Feedback

MistakesSuccesses

Job Rotations

Peers

Project Post-MortemsMeetings

Role ModelsJob Shadows

After Action Reviews

Customer Data

Goals

Play Conversations

DialogueReports Memos

Appraisals

Business Performance Data

CRM Records

Proposals

All Content Matters Equally

KnowledgeSkillsCertificationsProfile dataBadgesRecommendationsBehavior / activityCommentsSearchesShared experiencesInteractions

Algorithm

Courses

Documents

Books

Tools

Videos

RSS, blogs

People

Groups

Recommendations

Intelligent Learning Systems Have Arrived

6. The New Learning Technology ArchitectureLMS is a Node, not the Center

Digital Learning is Hard: 2017 Research Findings

3%

4%

5%

7%

9%

12%

Effective at Personalization

Effective at Curation

Effective at Information Architecture

Digital Learning Strategy

Implementing Learning Technology

Capabilities for Digital Learning

What % of Companies are Very Effective At:

2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees

Learning NPS

How Likely Are You to Recommend Your L&D to Colleague?

Learning & Development

Organizations:

15

2017 Bersin by Deloitte High-Impact Learning Organization, n=1,200, >1,000 employees

History of the LMS Market

Training ManagementSystem

The E-LearningPlatform

Talent DrivenLearning

ContinuousLearning

Administration of training

Management of e-learning

Integrated talent management

Always-on learning experience

1990s 2000 2010 2020

LMS as training administration system

LMS as e-learning delivery system

LMS as talent management platform

LMS as a “learning platform?”

Technology for Continuous Learning: There Are Many

How Difficult It Is to Build an LMS

Learning PortalCollaborationUser ProfilesCompliance DashboardsRecommended CoursesCourse Catalog

Course administrationEnrollment & schedulingResource managementVirtual classroomse-learningCompetency managementCollaboration toolsVirtual classroom toolsContent managementAssessment toolsExtended enterpriseExpertise directoriese-commerceSecurity and rolesReportingIntelligent recommendationsValidated complianceMobile Access

Talent management

Consumer-like APIMobile learning

Video authoring and encodingIntelligent search Micro learningRecommended contentDynamic profilesExpert directoriesCommunitiesTagging / ratingsContent managementCoaching and feedbackContent sharingMobile

All that stuff on the left

Talent management

1990s to 2000s LMS The modern LMS

Learningexperience

Learningadministration

+

+

A New Market Emerges: The Learning Experience Platform

Learning Management System (LMS)

Mobile Pathways Videos Articles ChannelsPeopleCourses

Search | Curation | Recommendations | Machine Learning

The Learning Experience Platform

Other Content Platforms(MOOCs, Content Providers)

Other Tools(Virtual Classroom, Search, Content)

IBMIBM

LEARNERor

TEAM

• Employee Generated• Validated• Experiences

Bits

• Books• Videos• Podcasts• Articles• Smartbits

Credentials

• Partner MOOCs• MOOCs• Classrooms

Moments

• Collections with exercises, activities, points for reflection

• Simulations

Collections

Integration & Practices

• Mentors• Reverse-Mentors• Coaches• Faculty• Experts

• Critical Topics• Critical Paths• Academies and

Colleges

• Campus Experiences

UserGenerated

Places

People

• Roles• Competencies• Evolving skills

Distributed Learning Platform

Telecommunications Client Learning InfrastructureTelecommunications Client Platform

7. Your Role Has ChangedFrom “Learning Management” to design of a “Learning Experience”

Level 1: Incidental TrainingSource of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused

Level 2: Training & Development ExcellenceSource of Designed Instruction | Evolving Governance & Operations

Improving L&D Core Processes | Program Focused

Level 3: Talent & Performance ImprovementSource of Talent Development & Performance. Consulting | Integrated with HR/TM

Development Planning | Career Models | Leadership vs. Professional

Level 4: Organizational CapabilitySource of Business Performance Capability & Learning Agility

Executive Driven | Cultural & Systemic Focus

UtilitarianTraining &

Job Shadowing

Formal Design, Architecture

Talent DrivenLearning

CulturalContinuous

Career

Get contentIn place

Build a learningarchitecture

PersonalizeFocus content

Empowerpeople to

learn

Bersin Maturity Model for L&D

A Modern Learning ArchitectureEMC

Leadership toneCommunity/team buildingNetworkingKnowledge sharing

Low High

Application

Awareness

Strategic focus

Job/technical skills

Level of judgment

Interpersonal skills

Live• Live desktop

webcasts• Virtual classrooms• Locally facilitated

webcasts

National• National conferences• National classrooms• Academies• Knowledge

development sessions

Local/Regional• Local office programs• Regional programs• Coaching• Manager-led devt.

On Demand• External webcast

archives• Internal CPE archives• Web-based learning• CD-ROMPE

RFO

RM

AN

CE

OB

JEC

TIVE

S

CULTURE BUILDING GOALS

Online Face to Face

Need for Learning ArchitectureAligning Delivery Environment for Performance and Business Objectives

Case Study, Professional Services Organization, © Bersin by Deloitte

Build a Capability Development Model

Prof

icie

ncy

Leve

lLevel 4Expert

• SME role in Community of Practice and training development • Advise on varied cases; collaborate w/peers to advance

specialtyExperience &

Collaboration

Level 3 Advanced

• Job assignments focus on breadth across contexts; QA review work in specialty area

• Teach and mentor others

Level 2Proficient

• Job assignments focus on growth: increased complexity, functional or technical area

• Share problems/stories with peers & more experienced practitioners

Level 1Novice

• Hands-on Classroom learning or simulations • Realistic work tasks with feedback TrainingLevel 0

Trained• Online Learning, Knowledge Assets build body of knowledge • Practice activities with feedback build basic skills

Case Study, Professional Services Organization, © Bersin by Deloitte

Consider The Importance of Culture

Great Corporate University Strong CLO Excellent

L&D SkillsStrong Talent

Process

Excellent Training Technology

Great L&D Measures &

Effectiveness

Have we created an organization which truly has a culture to learn?

Does Leadership reinforce the need to

Learn?

Can we get time from experts and

leaders?

Do people shareinformation

openly?

Do people feelempowered to

point out errors?

Do we listento customers

openly?

Do we takethe time to

reflect?

Do peoplemove around

and take risks?

Are experts rewarded and

valued?

Business Outcomes

Learning Agility

Innovation

Employee Productivity

Customer Satisfaction

Customer Responsiveness

Customer Input

Cost Structure

Time to Market

Market Share

Workforce Expertise

High-Impact Learning Culture® Model

6 Keys to an Enduring Learning Culture

40 Practices of a High-Impact Learning Culture®

Enabling Knowledge Sharing

EmpoweringEmployees

Building Trust

EncouragingReflection

Demonstrate Learning’s

Value

Formalizing Learning As

Process

Leadership

Management

Ability to Learn

Motivation to Learn

Acquisition + Applicationof Knowledge and Skills

2015 High-Impact Learning Culture, © Bersin by Deloitte

The “full stack” L&D professionalLMS

Design Thinking

X-API

Employee Engagement

Analytics

Learning experience design

Video

Social systemsMOOCs

PerformanceSupport

Content tools

Product Management

ProfessionalDevelopment

CoachingContentManagement

GamificationMetadata Taxonomies

UI Design

Instructionaldesign

Mobile app designCareer management

Adaptive LearningSpaced learning Culture

Neuroscience

Digital HR hits L&D

The new skills and roles for L&D

Design Thinking : Identify learning moments that matter

Employee Personas Who are our key customers?

Employee Journey MapsWhat do key employees experience during the moments that matter most to them?

Moments that MatterWhat experiences matter most to them?

It all starts with understanding who your customers really are.Segmenting customers into identifiable personas based on their roles and impact on the business is critical to understanding their needs. We understand our employees when we take a journey in their shoes. employee

Journey maps provide support to employees during critical moments in their career and also provides multiple opportunities & required interventions to gain critical knowledge & skills to be successful. Pre-hire

Experienced Hire New Manager Executive

Applying For My Job Getting My Offer My First 90 Days Getting Feedback on my Performance Figuring Out My Next Career Move

Next, we sift through employee experiences and hone in on those that deliver the biggest impact. Identifying these milestones enables us to think bigger than training programs & focus on delivering high impact learning

Be bold