l&d @ barilla · our quest for digital connection & collaboration in the collision era...
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L&D @ BarillaOur quest for digital Connection &
Collaboration in the Collision Era
Francesca Quintavalla
25th October 2018
About Barilla
Reference framework
Experiments and lessons learned
Reference framework
Experiments and lessons learned
About Barilla
8,420 employees worldwide
People
Global leader in pasta
Leader in sauces
..and bakery products
Products
Corporate, commercial and production
facilities in 100 countries across 5
continents
Places One Passion
To be our customers’ company of choice,
promoting wholesome, joyful food habits
inspired by the Mediterranean lifestyle
Countries we call home
27
corporate
offices
8
mills(5 in Italy)
2
International customer
collaboration centres
5
restaurants
23
production sites
production sites
Turkey is also our home!
The #1 Turkish pasta brand
Filiz joined the Barilla family of brands in 1994
We are still evolving into a global enterprise
Interconnected
international
group1877
Birth of a
national
success story
2018 …Integrated
(integrating)
global
enterprise
€3.5bnturnover 2017
+3%
About Barilla
Reference framework
Experiments and lessons learned
communication
companies
economies
employment
employees
finance
learning
manufacturing
politics
socializing
technologies
travel
Of course, it isn’t easy to
predict the future
But there are some things
we can be sure about
Today’s learning is
tomorrow’s performance
What does this mean for
our organizations today?
LEARN
UNLEARN
RELEARN
FAST!
Learn
Unlearn
Relearn
The future of professional development looks like this
Vision is the ability to construct
the future, first mentally and then
behaviorally(Sashkin 2004)
Learning is evolving
From a focus on
• WHAT and WHERE will our employees learn?
to a focus on
• WHY and HOW will our employees learn?
What drives our future learner?
I feel more connected to my organisation
Behaviors and their measurement & reward are
our most important measure
Makes me thinkabout how I think
There is a clearreturn on learning
investmentoffered to me
Source : G loba l resea rch 2015 -2016 f rom Consu l tant ( EY )
1LEARNER-
CENTRICITY
2ROLE-SPECIFIC
TARGETED CONTENT
3ORGANIZATIONAL
EMBEDDING
3 key elements drive this new focus
1LEARNER-
CENTRICITY
3ORGANIZATIONAL
EMBEDDING
2ROLE-SPECIFIC
TARGETED
CONTENT
And they are interdependent
The New Learner ’s expectation:
“Deliver learning how & when I
want it”
Learner-centricity
Learning focused on & tailored to the individual
digital
platformsblended
learning
gamificationbusiness
simulations
Learner-centricity
Global trends are impacting modern learners
• 2020: over +30 billion devices will be connected globally
• ‘deep learning’ inspired by ‘artificial neural networks’ and
evolved ‘augmented reality’
• education, valued at US$70 billion by 2020 and MOOCS will
be transformed
• 2019: 80% of people will collect and barter personal data for
cost savings, convenience & customization
Attract
meTell
me
Motivate
meLet me share
Source: Global research 2015-2016 from Consultant (EY)
Learner-centricity
Communication in the modern organization: real time, all the time
• the average mobile phone user checks her/his device 150
times a day
• the average US worker now spends 25% of their day reading
or answering emails
• self-authored video (Snapchat) is now >55% of all internet
traffic
Source: Global research 2015-2016 from Consultant (EY)
Learner-centricity
Modern learners are mobile, demanding, overwhelmed,
distracted, collaborative, impatient and empowered …
attract memotivate
me
tell me show me
let mesupport
me
let me
shareextend me
Tailor-made content, where
the customer/user is co-
creator
Role-specific targeted content
• Curation and creation of learning content will be
constantly shaped by end-users
• This will lead to the ever-faster development of learning
libraries which can be refined into memorable learning
experiences
Role-specific targeted content
“Deliver learning specific for you. Not ‘one-size fits all’”
• content needs to be relevant & memorable
• focus on personalized, nimble learning, directly relevant to
learner’s current situation, driving performance
Role-specific targeted content
With social learning at the heart, top-down & bottom-up content will compete
Effective content ‘specificity’ becomes key to drive performance
Formal learning
PersonalisedLearning
MOOCs
Personalizedcollaborat ion
Internal social platforms
CommunitiesofPractice
SocialLearning
To
p-d
ow
n
Convergence with the
needs of the business
Organizational Embedding
Learning that fits with Strategy & fully supported by
stakeholders
• aligned with strategy & linked to other organizational programs
• learning & business activities clearly linked, shaping future
business & results
• learning analytics providing more robust data to shape future
workforce/talent strategy
Organizational Embedding
Understanding the eco-system
• Newer business models require much more rapid
deployment of knowledge across the organization
• Companies will need to be aware of, and utilize,
the full learning eco-system – work teams, communities of
practice & social networks
Organizational Embedding
Robotics,
artificial intelligenceEmergence of the
‘Sharing Business’
More effective people
analytics
Increase in social, mobile
platforms
Evolving learning platforms
e.g. gamification, open-
learning
Growth of 'Internet of Things‘
key messages
1
WIDE RANGE OF TOOLS AND METHODOLOGIES
gamification, use of the visual, tablets, webinars, podcasts and online simulations
FUNCTIONAL TO CORPORATE RESULTS
to establish a reference point to define strategies and internalize learning practices
NEW CULTURAL AND ORGANIZATIONAL MODELS
giving rise to social and digital transformation. e.g. COLLABORATIVE MODELS of shared leadership,
giving sense and meaning to work and change scenarios
NEW WAYS OF INTERPRETING ORGANIZATIONAL LIFE
redefinition of identity, new patterns of change, performance management and leadership
2
3
4
About Barilla
Reference framework
Experiments and lessons learned
CONTENTS WEBSITE
PROFILING SOCIAL
3 experiences
Contents website from information to contents
Creating a common language
Learning Deck
Video-tutorial
Learning pills (10-15 min)
Contents website from information to contents
Contents website from information to contents
Best
practices
Business
Reviews
Project
assessment
& learnings
Contents website from information to contents
Handbooks
Guidelines
Templates
Contents website from information to contents
Inspire with external Talks
Website ProfilingCommunication of tailored L&D Offering
Linked to individual role, job family, learning CV etc …
Welcome Francesca! Today for you..Welcome Ilaria! Today for you..
SocialGlobal Community of IT (C.I.T.Y) on Yammer
Generating high energy and responsiveness in first 6 months
83
#Total Number of
Community Members
# Total Number of posts
& comments
705
CITY has become a key communication
channel for the entire community
#average likes
per post
5
Social6 months of our C.I.T.Y.
SocialDetailed process of engagement
Engagement from 1st phase = Concept definition (Welab – social plt & focus groups)
Ambassadors activation
Editorial Plan
Expert supplier (external) to support core team
SocialFrance and Facebook @ Work
• 300 people
• Almost 50% Sales
SocialSpeed of interactions
1-6 posts every day
Fast sharing about:
• competitors
• activities (promo..)
• Quality & Safety
• events & celebrations
• R&D updates
• organization
• etc...
Active communities with Top Groups
key lessons learned
1
NEW APPROACH TO ROLES
Strive to define roles with specific accountabilities & responsibilities related to new requirements in the
digital era (e.g. Community manager: right set of skills, but also proper & dedicated time)
STRONG ENGAGEMENT: TOP-BOTTOM | BOTTOM UP
Strong Commitment from TOP managers must be declared and ACTED upon directly in digital projects.
“Bottom” Activation in any phase (beginning) and with proper governance (ambassadors, etc.). L&D
cultural change leaders.
NEW L&D MODELS
Define new models to harmonize the L&D offer Globally within the Company: to simply complexity,
maximizing value of all new tools & possibilities
NEW SKILLS ACQUISITION & DEVELOPMENT
Fill the gap & nurture the Organization (community manager, skill to design & deliver digital content,
new tools & infrastructure to realize new content, etc.). L&D: to support other teams skills + inside L&D
(as consultants)
2
3
4
“Every challenge is an invitation
to grow.
Accept the challenges, they are
your teachers.”
A. Aschiarolo
L&D @ BarillaThank you - and let’s find ways
to converge on our learners’
needs in the Collision Era!