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Many managers covet about continuous improvement process but "process" is what helps guarantee we get consistent and similar output for the work performed. Improvement is a change state, so we need to think about "workflows." For learning, talent management and human performance organizations, we can leverage what's been working in tech and manufacturing industries: a LEAN approach to learning as a way of doing hypothesis-based design.
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Creating a Continuous Improvement Culture
Aaron E. Silvers, MakingBetter - Chicago | NYC
!NextGen LMS
Austin, TX Thursday, June 19, 2014
USE THE TWITTER!!!!!
@aaronesilvers #nextgenlms
“ –Voltaire, La Bégueule
“Dans ses écrits, un sage Italien Dit que le mieux est l'ennemi du bien”
Perfect is the enemy of better.
Continuous Improvement Process?
Management is always
interested in “process.”
How applicable is
process to “work?”
A B C D
A B C D
1 2 C D
Process repeats the same steps to
achieve a consistent result, which
is fine for producing content.
Making BETTER organizations
and humans requires something…
else
Adapted from http://kubie.co/writing-toolbox/
Continuous Improvement Process?
Workflows are actionable, flexible and contextual. Everything a learning organization does has a workflow.
Workflow
A
C
D
B
A simple workflow might be applying a process, like “offer this eLearning course the LMS.”
G
E
A
C
D
H
F B J I
Intense workflows might involve various stakeholders, multiple processes and different tools.
LEAN LearningHow we roll @ MakingBetter
applies tools and processes to
continuously improve by constantly
validating what we learn.
Learn
Design
Measure An
alyz
e Ideas
Build LEAN Learning
@MakingBetter
Learn
Design
Measure An
alyz
e Ideas
Build
LEAN Learning focuses on creating an institution capable of meeting the learning needs of individuals and the business needs of the greater organization.
Learn
Design
Measure An
alyz
e Ideas
Build
We’re building learning
organizations with the
capacity to create things
that influence “better.”
Adapted from Eric Reis’ “The LEAN Startup”
0
25
50
75
100
April May June July
Process
Research & Analysis
0
25
50
75
100
April May June July
We have to look for good data,
and keep crap metrics in
perspective: course
completions, ok… prefer more
stories about job performance.
0
25
50
75
100
April May June July
Learn as much as you can about what hurts. A juicy challenge is one that adds value back into the organization if you can make the pain go away.
Key Partners
• Who are the key Partners for activities and resources? • 3rd Party Content? • Application Developers? • System Integrators? • Vendors? • IT? • Executive Sponsors?
Key Activities
• What key activities are needed for our value proposition?
• Our Delivery? • Our Customer Relationships?
• Our Business Outcomes?
Value Propositions
• What is our value to our customers?
Customer Relationship
• What type of relationship does each segment want?
Customer Segments
• What groups or people are we creating value for?
Key Resources
• What key resources are needed to support the model?
Delivery
• What delivery mechanisms will work for our customers?
Cost Structure
• Instructional Designers • Tools • Delivery • Systems • Partners • IT Investment
Business Outcome
• Quantitity • Quality • Time • Cost • Satisfaction • Value
Tool
Learning Canvas
Key Partners
• Who are the key Partners for activities and resources? • 3rd Party Content? • Application Developers? • System Integrators? • Vendors? • IT? • Executive Sponsors?
Key Activities
• What key activities are needed for our value proposition?
• Our Delivery? • Our Customer Relationships?
• Our Business Outcomes?
Value Propositions
• What is our value to our customers?
Customer Relationship
• What type of relationship does each segment want?
Customer Segments
• What groups or people are we creating value for?
Key Resources
• What key resources are needed to support the model?
Delivery
• What delivery mechanisms will work for our customers?
Cost Structure
• Instructional Designers • Tools • Delivery • Systems • Partners • IT Investment
Business Outcome
• Quantitity • Quality • Time • Cost • Satisfaction • Value
We use a learning canvas
to form ideas about what
might be better.
http://resources.saltbox.com/learning-model-canvas/
With the model on paper,
it can be talked about with
stakeholders… and
improved easily.
Process
Design Modeling
Frame Persona Effect Intent
What’s the
activity?
Who’s in the
audience?
How do we know it’s working?
What’s the
point on the horizon?
Design Modeling
@MakingBetter
“ –Carl Sagan, Contact
“Small moves.” …but there are so many
options and features… so
many things these tools
can do for us…
LET’S TALK ABOUT A NEXT GEN LMS THAT INTEGRATES SOCIAL LEARNING FEATURES INTO FORMAL LEARNING AND PERFORMANCE SUPPORT OFFERINGS — ALL MOBILE-FRIENDLY WITH RESPONSIVE WEB INTERFACES C A P A B L E O F P R O V I D I N G A CONSISTENT OFFLINE EXPERIENCE. COUPLED WITH A ROBUST ANALYTICS PACKAGE TO MAXIMIZE YOUR ROI.
“ –me, the guy on stage
“What do you need?”
To me, the “next gen” LMS
is one you roll your own.
What my clients need…• Analytics
• Competency Management
• Badges & Gamification
• Content Management
• Mobile-friendly and Accessible Content Delivery
• Powerful Search
These don’t need to be,
and maybe shouldn’t be,
all in the same product.
What my clients want…• Tailored Reporting
• Content Authoring
• Suggestions & Recommendations
• Smart Offline Capability
• Bundle Content (top-down) and Playlists (bottom-up)
• Web and Industry Standards
These are
usually the
features that are
Phase II work,
because doing
these things well
relies on the
NEEDS being
met by the MVP
Minimum Viable Product (MVP)
The absolute least you must
do to test the delivered value
and growth potential of an
idea, approach or solution.
Learn
Design
Measure An
alyz
e Ideas
Build
We build a MVP to test our assumptions about the approach. We DESIGN and BUILD with the evaluation strategy in-mind.
Start again.
Continue.
Make things better.
TO CREATE A CONTINUOUS IMPROVEMENT CULTURE YOU HAVE TO MODEL THE CHANGE YOU WANT TO SEE IN OTHERS.
