Social Learning Strategy V2

Strategies, Models, and RolesSocial Learning

October 7th, 2009

David WilkinsExecutive Director of Product Marketing at Learn.com

About Dave

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Dave WilkinsExecutive Director, Product Marketing

• National speaker at 40+ conferences• More than 15 years in the learning space• Author of 10+ published articles• Visionary behind Firefly and Knowledge Exchange

Email: [email protected]: @dwilkinsnhFacebook, AIM, LinkedIn: dwilkinsnhBlog: http://dwilkinsnh.wordpress.com

Show of hands

How many of you have professional contacts outside the company? Outside the country?How many of you work on a virtual team where at least one member of your team (including yourself) works in a different office, division, or country?How many of you work on teams where decision-making isn’t just top-down, but also bottoms-up and peer-to-peer?How many of you rely on Google or other search mechanism to find information to do your jobs every day?How many of you still rely on MS documents to share info?How many of you still deliver training predominantly through instructor-led training and courses?

My networks (images of kids, Dad etc…, Twitter, FB, LinkedIn, Jay Cross)

Networks – some market data and stats

My social media – blog, Twitter, FB, LinkedIn, SlideShare, delicious, Flickr, YouTube

Social Media - stats

My story

What’s going on here?

Model

Time

1 : 1 1 : Many Many : Many

1900’s 1900’s 2000

A New Model? Inverse Pyramid

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Jay Cross and Harold Jarche

Many : Many One : Many

Typing your learning needs

The Social Enterprise Blog

Emergent Initiatives

1. To what extent will your business or initiative be dependent on the creation of new ideas, new processes, new products, or new services to drive key performance indicators?

2. How much of your team’s intellectual effort will be expended in solving novel challenges or problems?

3. How much of your team’s intellectual effort will be spent creating new solutions to existing problems or new problems?

4. What percentage of your team’s best practices will need to be based on principles and theory (as opposed to concrete steps and rote processes)?

5. What percentage of your best practices will emerge “from the trenches”?

6. To what extent will you need to rely on knowledge sharing among diverse groups either within or outside the company walls to drive key performance indicators?

7. When you think about a core contributor on your team, how much of his or her expertise is a result of superior synthesis, invention, or sense-making sorts of skills?

8. For the majority of your core initiatives, how important is a diversity of perspective or expertise in achieving your project goals or key performance indicators?

9. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified because of the admiration and esteem of peers?

10. How often do coordination and issue resolution happen through the ad hoc assembly of networked teams or individuals (versus through formal hierarchies)?

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Codified Initiatives

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1. To what extent will your business or initiative dependent on the efficient execution of known best practices or processes to drive key performance indicators?

2. How much of your team’s intellectual effort will be spent training on known best practices and processes?

3. How much of your team’s intellectual effort will be expended in ensuring adherence to known best practices or processes?

4. What percentage of your team’s best practices will need to be based on established steps and rote processes?

5. What percentage of your best practices will emerge “from on high” – SME’s, senior leaders, compliance officers etc…?

6. To what extent will you rely on efficient execution of homogenous, geographically co-located teams to drive key performance indicators?

7. When you think about a core contributor on your team, how much of his or her value is a result of the correct application of accepted processes, rules, or physically repetitive actions?

8. For the majority of your core initiatives, how important are a shared perspective and acceptance of authority in driving key performance indicators?

9. In terms of succession planning and talent identification, what percentage of your existing “experts” and leaders were identified through longevity, established metrics, or manager opinion?

10. How often does coordination and issue resolution happen through existing teams and formal hierarchies?

Collaborative Initiatives

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1. To what extent will your business or initiative be dependent on collaboration to drive key performance indicators? (10%, 20% etc…)

2. How much of your team’s execution is dependent on specialized knowledge?

3. How much of your team’s execution is dependent on the sharing and coordination of distributed expertise?

4. How much of your team’s intellectual effort will be expended in collaborating to develop known best practices or processes?

5. What percentage your best practices and domain expertise are known in “pockets” organized by geography, shared interest, or network affiliations?

6. What percentage of your best practices will emerge “from group consensus”?

7. To what extent is your team organized around common job roles and functions? (Retail or early childhood education would be 90% or more - identical job roles in multiple physical locations.)

8. What percentage of the problems faced by your team members are likely faced by other team members in identical job roles?

9. When you think about a core contributor on your team, how much of his or her value and influence is a result socially recognized expertise?

10. To what extent are key performance indicators driven by socially-validated domain knowledge?

Reality? Learning paradigms are blended

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Leadership Collaborative, Formal, & EmergentSoftware training Formal & Emergent Certification and Compliance training FormalOn-boarding Formal, Collaborative & EmergentCustomer “training” and “support” Formal? Emergent? Collaborative?Innovation Emergent & Collaborative

How does this map to various interventions?

Emergent Content

• Course authoring* • Virtual classroom*• File sharing*• Blogging*• Discussions• Idea Sharing• Wikis• Tagging• Saved chat and IM• FAQ / Ask an Expert• Comments• Q&A• Social profiles• Role-playing

Codified Content

• Custom courses• Off-the-shelf courses• Curriculum• Certifications• Virtual Classroom• Simulations• Serious Games• Instructor-led Training• Help Systems• EPSS• Job Aids• Blogs**• Role-playing• Corporate Directories

Collaborative Content

• Discussions• List Servs• Wikis• Idea Sharing• Comments• Ratings• Reviews• FAQ / Ask an Expert• Searching Profiles• Tag Clouds• Social bookmarking• IM• Chat• Role-playing

*When enabled for all employees**When written by SME’s and official experts

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Geographically dispersed expertise

Specialized products and product knowledge across a huge inventory

Common roles, common needs but no way to capture knowledge

Constant change and new info sometimes daily

Independent owners

500% ROI in under 6 months

Weekly and daily use of the system Documentation of common issues at marginal cost

Documentation of specialized knowledge at marginal cost

Culture of sharing

All 4400 Ace stores are independently owned and operated by local entrepreneurs, hard-working, passionate business owners who are involved with and, many times, reside in the communities where their stores are. There's a good chance you'll see your local Ace store owner at the grocery store or Little League game.

Problem ResultsBackground

A Collaborative Example

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Driving innovation to develop new markets and new products

In 2004, Cisco’s Emerging Technologies Group was charged with building $1B business opportunities from scratch

iZone generated 400 ideas and 10,000 contributions

iZone led to the identification of $3 billion in market opportunities

iPrize awarded last October to German grad student leading an international team

Cisco plans to invest $10+ billion in the winning idea

“We just did three billion-dollar market opportunities without my knowing about it."

– John ChambersCisco Systems

Two InitiativesiZoneInternally-facing innovation initiative

iPrizeExternally-facing innovation initiative

Problem ResultsBackground

An Emergent and Blended Example

One example: software rollout

Go Live

Blog Posts

Twitter

Video

Advertorials

Brown Bags

Contests

Ask an Expert

…

Courses

Simulations

Blogs

Surveys

Assessments

Links

Games

…

Simulations

Games

Courses

ILT

VILT

Curriculum

Assessment

Certification

…

Discussion

Ratings

Reviews

Ask an Expert

FAQ

Blogs

Comments

CoP

Chat

Microblogging

…

Idea sharing

Discussions

Wikis

Blogs

Comments

Brown Bags

…

Blogs

FAQ’s

Discussions

Email (Gasp!)

Microblogging

…

Simulations

Games

Courses

ILT

VILT

Curriculum

Assessment

Certification

…

Corp Comm

Pre-work

Instructor-ledWBT training

DiscussionRatingsReviews

New Best Practices

Corp CommUpdates

New information

FAQ’s

Instructor-ledVirtual

ClassroomWBT

Formal Social Formal

Be a pipe when:

• You need to build expert-led material

• You need to focus on delivery

• You need structured curriculum and reports (compliance, certs etc…)

• Accuracy trumps speed• You can handle the SME

load• You are mostly reacting to

internal clients• You “know” the answers

Be a plumber when:

• You need to create learner-led environments

• You need to focus on capture and sharing

• You need to empower teams to act independently

• Speed trumps perfection• You have more SME’s than

trainers• You need to engage clients,

partners, and suppliers• You don’t “know” and

answers are in the “cloud”

Are you the pipe or the plumber?

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What do these things have in common?

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What happened?

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=

The Big Switch – Nicholas Carr

What’s happening?

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=

What’s next?

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=

What do these companies have in common?

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Guidepost #1 – News Media

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Guidepost #2 -- Encyclopedias

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Guidepost #3 – Cisco, P&G, Eli Lily, Starbucks, Dell

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Thank you

David Wilkinshttp://dwilkinsnh.wordpress.comdwilkinsnh on Twitter, Facebook etc…