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Client logo here Learning Without Walls: Supporting the Extended Enterprise

PRESENTED BY: David Wentworth, Senior Analyst, Brandon Hall Group

Charles Jennings, Managing Director, Duntroon Associates

About Brandon Hall Group

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Presenters

David Wentworth Senior Analyst

Brandon Hall Group

@DavidMWentworth

Charles Jennings Managing Director

Duntroon Associates

@charlesjennings

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The extended enterprise describes the community of participants involved with provisioning a set of service offerings. Often referred to as a ‘supply chain’ or a ‘value chain.’

© 2012 Charles Jennings

Poll Question One

To whom do you currently deliver learning?

1. Our organization’s employees only

2. Our employees and our extended enterprise (but we use different platforms for each)

3. Our employees and our extended enterprise (and we use the same platform for both)

Nearly Half of Organizations Have Some External-Facing Learning

52.9% 35.7%

11.4%

Internal Internal/External External

Brandon Hall Group, 2012

12.9%

Percentage of organizations that consider developing training for external or extended audiences such as clients, customers, or other audiences to be one of the top two learning function priorities over the next two years.

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Organisational boundaries softening and extending Hierarchies flattening

New Organisational Structures

© 2012 Charles Jennings

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New Organisational Structures

Jon Husband

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Few organisations operate in isolation

Learning across the extended enterprise creates impact

customers, suppliers, partners, and distributors sharing experiences, expertise, and learning resources

Direct focus on business value

Beyond Organisational Walls

© 2012 Charles Jennings

Reaching the Extended Enterprise can Help Meet Top Business Priorities

35%

23%

20%

18% 18% 18%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Gaining market share Improving innovation Delivering newproducts or services

Cutting expenses Improving customerloyalty

Expanding to emergingmarkets

Brandon Hall Group, 2012

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Concepts of a ‘job’ and job role are being questioned in the move to task-based team activities Learning architectures need to support ‘always on,’ ‘wherever I am’ workers and managers BYOD is adding complexity in the workplace

New Ways of Working

your learning infrastructure needs to support all these

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New Ways of Learning

Learning and work are converging The rise of informal learning From training programmes to learning ecologies From content to conversations and connections

Your learning infrastructure needs to support all these, too

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New Ways of Learning

New entrants to the workforce with new expectations and aspirations A new generation of ‘pull’ learners A new world of social media and social learning and sharing inside and outside the enterprise

Your learning infrastructure needs to support all these, too

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Capturing tacit knowledge Sharing proprietary knowledge Developing real-time expertise

Learning at “the speed of business”

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Supporting access and workplace learning Supporting Individualised learning needs – with familiar interfaces Taking learning to the workplace with portals & kiosks Working with non-course content – easily modified and adapted information objects Providing learning in context

Re-thinking Learning Management

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From iVentiv Executive Knowledge Exchange, Amsterdam, 2010

© HP Used with Permission

Celia.Bohle@hp.com

The moving target of Learning Technologies

Poll Question Two

Who is responsible for driving the learning agenda in your organization?

1. HR

2. Business Leaders

3. Learning Leaders

4. CEO

5. Other (use chat box)

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Business-Led Learning Infrastructure

HR-Led Learning Infrastructure

Stakeholders: organisation, business leader, worker

organisation, HR, employee

Core Focus: business support process management

Timescales: short and long-term mainly long-term

Consolidation Innovation Accountability

Business-Led Learning Infrastructure

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Increased knowledge sharing

Increased innovation

Increased value

The Benefits of Extended Enterprise Learning

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Balancing user generated content with ‘validated’ content Providing authoring platforms to support UGC Supporting social learning and incorporating social learning into formal events

Putting the People into Learning Infrastructure

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Robust Integrated Flexible (Almost) Seamless

Getting the Infrastructure Right

Toyota Motors Europe

THE CHALLENGE Support Toyota’s European dealer

network 80,000 users 30 languages 48 countries 2,500 courses

THE SOLUTION Toyota Connect Extended Enterprise Learning Environment Business-Driven Hub with Satellites Centre-Led, but Locally-Enabled Rapid Content Construction and Distribution Deliver to Set KPIs

Toyota Motor Corporation 317,000 employees worldwide Market Capitalization: USD 137 billion

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“In the Olympics, the winning ingredient is less time. In business, when products are interchangeable, and performers are equally talented, the winning currency is timely, fresh, and contextually relevant knowledge”

“The world of courses and learning separate from work is starting to diminish as Business leaders, HR Directors, and CLOs strive to meet the increasing demands of the distributed workforce.”

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Whitepapers Speed up to Business Led Learning http://bit.ly/LSGW04 New Ways of Learning Inside and Beyond the Organization http://bit.ly/LSGW05

Charles Jennings email: charles@duntroon.com Web: www.duntroon.com Twitter: @charlesjennings Blog: charles-jennings.blogspot.com (or from www.duntroon.com) Internet Time Alliance www.internettimealliance.com

Questions David.Wentworth@Brandonhall.com @DavidMWentworth LinkedIn: David Wentworth

Charles@Duntroon.com @charlesjennings LinkedIn: Charles Jennings

For more information please contact Brandon Hall Group at success@brandonhall.com or (561) 865-5017.

David Wentworth Senior Analyst

Brandon Hall Group

@DavidMWentworth

Charles Jennings

Managing Director

Duntroon Associates

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