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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Daniel Margolis Managing Editor Chief Learning Officer magazine
To the Agile Go the Spoils: Why Learning Must Evolve
#CLOwebinar
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
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
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#CLO_Agility
Intrepid Learning Solutions provides strategic learning
services, technology-enabled learning solutions, and expert
learning execution to blue chip companies
About Intrepid
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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
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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
To the Agile, Go the Spoils #CLO_Agility
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
To the Agile, Go the Spoils #CLO_Agility
Agile Learning Implications
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Traditional training investment is outmoded for today’s learner
To the Agile, Go the Spoils #CLO_Agility
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To the Agile, Go the Spoils #CLO_Agility
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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.
18 To the Agile, Go the Spoils #CLO_Agility
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
To the Agile, Go the Spoils #CLO_Agility
What Business Problems Does TEIL Focus On?
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N = 98
To the Agile, Go the Spoils #CLO_Agility
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
To the Agile, Go the Spoils #CLO_Agility
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
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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
To the Agile, Go the Spoils #CLO_Agility
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
To the Agile, Go the Spoils #CLO_Agility
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
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Focus on rapid execution and building capability
To the Agile, Go the Spoils #CLO_Agility
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
To the Agile, Go the Spoils #CLO_Agility
Live The Culture
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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
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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)
“
”
To the Agile, Go the Spoils #CLO_Agility
To the Agile, Go the Spoils #CLO_Agility
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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
To the Agile, Go the Spoils #CLO_Agility
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As assessments and polls are completed, new
content is suggested.
New employees are encouraged to engage.
Results help trainers with mentor assignment.
To the Agile, Go the Spoils #CLO_Agility
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Individuals are assigned to a peer group to
accelerate sharing across boundaries
Playlist is pre-populated on the first day
To the Agile, Go the Spoils #CLO_Agility
Accelerate Performance
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Content aligned to ASTD sales competencies
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Co-mingle content from informal and formal
sources
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Content added to playlist
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Relevant content appears here
Manager pushes another item to playlist
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Stay Engaged
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Quicklinks provides single location to access all
portals
Bio is updated to allow others to search her past and current experience
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Personal content contributions and blog
posts are displayed here
To the Agile, Go the Spoils #CLO_Agility
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
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3 Sweden, an Example
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http://bit.ly/e8DvHs
To the Agile, Go the Spoils #CLO_Agility
-1 mo
- 1 wk
Start
+1 wk
+1 mo
+3 mo
+6 mo
Gameification – the next wave
46 To the Agile, Go the Spoils #CLO_Agility
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
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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
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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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