The Future of Learning in Organizations: Integrated Learning Ecosystems

John Gilleeny, Ed.D., CPLP • Simpson Gumpertz & Heger

What comprises an Ecosystem?

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What comprisesa LEARNING Ecosystem?

Objectives

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• Clarify the key characteristics of learning ecosystems.

• Examine real-world examples and proven strategies for developing thriving learning ecosystems.

• Examine approaches to resolving implementation challenges and overcoming resistance to organizational change.

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Ecosystem: “Elements” and “Roots”

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Ecosystem: “Elements” and “Roots”

Roots

• Leader Buy-In/Support• Partnerships• Skill/Content Maps• Communication/Branding• A Central Hub

The Elements fill the ecosystem. The roots keep it from “washing away.”

Elements

• People Resources• Physical Resources• Technology Resources• Activities/Approaches• Learner Characteristics

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“Elements”

PeopleResources

PhysicalResources

TechnologyResources

Activities/Approaches

LearnerCharacteristics

Support Staff/Designers

Artifacts/Examples/Mock-Ups

LMS/HRIS/LCMSCMS/LRS

Roundtables/Discussions/Group Work/Brainstorming

Skills/Efficacy/Autonomy

Technical Staff/SMEs

Media Walls/Large Displays/Whiteboards

Intranet/Databases/Search Engines/MOOCs/Wikis

Presentation/Facilitation/Story-Telling

Needs/Styles

Program Sponsors/Managers

Whitepapers/Books/Magazines/Letters

Audio/Video/Modules/Webinars

Action Learning/On-the-Job

Preferences

Leaders/Directors

Seminars/Meetings/On-Site

Laptops/Desktops/Mobile Devices

Games/Quizzes/Team Building

Background/Experience

Outside Vendors Drones Social Networks Coaching/Mentoring Attitudes/Beliefs

Clients/Partners/Customers/Suppliers

Posters/Signage/Charts/Diagrams

Desktop Publishing Flipped Classroom/Collaborative Learning

Expectations

Ambassadors/Liaisons

Job Aids/Guides VR/AR/AI Informal/Self-Directed

Position/Rank

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“Roots”

Leader Support Partnerships Skills/Content Maps

Communication/Branding

Central Hub

Align on program vision and mission.

Manager Input(content design, delivery, decision-making).

“Touchpoint” Cadence/Rhythm(stepwise scaffold of activities and resources).

Over Communicate:“Rule of 13”.

Create a hub with a landing page for each event/major initiative (integrate).

Visible “Rah-Rah” for employees and managers.

Employee input (content design, decision-making).

Scaffold to add layers and avoid a “vacuum” between touchpoints at each level.

All content and communicationsreiterates core values, core competencies.

Self-paced learning.

Pressurizer/Catalyst if resistance.

Vendor/Client input (content design, decision-making).

Wherever possible combine disparate “trainings” into retreats (Gestalt).

All conduits available (e-mail, intranet posts, swag, PSAs, blogs).

Create several Doors to the same “room”.

Adopt “Good Enough” Principle

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InternalSMEs/Sponsor

Presentation

Manager Input Employee Input

E-mail and IntranetCampaign

Tables/Pods

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Internal/External SMEs/Sponsors

Presentation

Job Aids/QRGs

Manager Input

Ambassadors

E-mail, Intranet, Branding, PSAs

Action Learning

Pre-work Modules

Tables/Pods On-Site/Mock Up

Vendor Input

Employee Input

Leader Support

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SMEs

Presentation

Job Aids/QRGs

Manager Input

Ambassadors

E-mail, Intranet, Branding, PSAs, Swag,

Highlight Reels

Action Learning

Pre-work Modules

Tables/Pods

On-Site/Mock Up

Vendor Input

Employee Input

Leader “Rah-Rah”

Leader Support

Knowledge Share Wiki

Games/Team Building

Personality Assessment

Landing Page

DiscussionsMentoring

Cadence/RhythmTie in Core Values/Core Competencies

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Negligible L+D function with little

connection to business goals or

support from people or processes.

No link between tools.

1Nascent

Ecosystem

Small L+D function with some

connection to business goals and

support from people or processes.

Minor links between tools.

2Budding

Ecosystem

Moderate L+D function connected to some business goals

and supported by people and processes.

Multiple links between tools.

3Diffusing

Ecosystem

Robust L+D function, connected to

business goals and supported by people

and processes. Substantial links between tools.

4Maturing

Ecosystem

Robust and integrated L+D

function, connected to business goals and supported by people

and processes. Substantial links between tools.

5SeasonedEcosystem

MATURITY CONTINUUM

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Building Thriving Ecosystems

Case Study: Simpson Gumpertz & Heger

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Insights/Innovation

Connections/Collaboration

Pride/Ownership

Elevate

Set a Clear Vision + Mission

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Connect Competencies and Values

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Develop a Cadence/Curriculum Map

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Embrace the “Gestalt” of Retreats

The whole is greater than the sum of parts.

18http://www.agilemodeling.com/essays/barelyGoodEnough.html

Live and Proselytize “Good Enough”

Value

Effort

Good Enough

Ideal Realistic

PerfectionDangerZone

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Sleep, Creep, then Leap!

• Plan but embrace “Good Enough”.• Be patient and give elements/roots space.• Prune and weed often (not everything takes).• Each year is a new opportunity to refine/experiment.

MATURITY CONTINUUM

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Partners Become your Strongest Roots

• Leaders• Managers• Subject Matter Experts• Vendors/Clients• Support Staff• Ambassadors• Liaisons

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Create a Brand, and Brand Everything

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When in Doubt, Over-Communicate

• The “Rule of 13”.• Reiterate core values +

core competencies.• Brand, brand, brand.• Use every conduit

available (e-mail, intranet blogs, swag, videos, infomercials, highlight reels, collateral).

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Create a Central Hub

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Provide Several Doors to Every Room

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Blend, Baby, Blend

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Case Study #1: Senior Staff Retreat

Vendor Partner

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Core ValuesCompetencies

Personality Assessment

Leader “Rah-Rah”

Roundtable

BrainstormingJob Aids

Pre-work Module

Team Building

Branding

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Communication: Pre-Retreat PSA

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Communication: Post-Retreat Highlights

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Case Study #2: SGH Boot Camp

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