The Future of Work and Learning
Transforming learning in the digital workplace
This week I will be presenting and running a workshop at the LearnTech Asia 2015 conference in Singapore (3-5 November) alongside an impressive line-up of reputable learning professionals such as Laura Overton (Towards Maturity, UK ), Charles Jennings (70:20:10, Internet Time Alliance, UK), Steve Wheeler (Plymouth Uni, UK), Clark Quinn (Quinnovation, US), Roger Schank (Northwestern Uni, US), Donald Taylor (Learning & Performance Institute, UK), Gary Stager (Constructing Modern Knowledge, US) and Abhujt Bhaduri (Wipro, India) and more…
Scanning the range of topics being presented the common theme emerging is future focused, digital innovation in learning. What will the future look like and what skills and capabilities will practitioners need to develop? Of course, we can’t omit the role of the technology and the rapid pace of change that is impacting our learning landscapes from mobile devices, to wearable technologies, MOOCs, augmented reality, the internet of things and to associated approaches such as agile management.
My presentation will focus on the emerging trends in the changing nature of work and how a digital workplace is influencing our approaches to how organisational learning is being perceived. A key component of my approach is the need to deeply understand the people (formerly referred to learners) and their experience of the digital workplace before we start providing solutions.
At Ripple Effect Group, we work and research at the intersection of people and technology, our approach to digital transformation is less about technology solution-ism and more about the seamless integration of work and learning enabled by technology. Some of the current challenges learning practitioners are faced with in organisations is the focus on new technologies and the expectations that introducing new shiny tools will be the panacea for employee engagement, innovation, and productivity. Business case and procurement is frequently based on a selection criteria of features and price at the expense of a fit-for-purpose approach that is disconnected from the needs of people.
While our current paradigms of work are breaking down – digital organisations are becoming more agile in their approach to business and management models; their customers; their people strategies and how their integrate technology. A successful digital workplace accepts new modes of work, they understand their people, they listen, their learn, they experiment and they understand the imperative of constant learning.
Establishing a digital DNA requires a shift that reviews capabilities, priorities and a willingness to replace traditional approaches to learning with new and exciting opportunities.
If you’re not joining me in Singapore, we conduct in-house reviews and programs that address organisational digital capabilities and strategy. Talk with me (firstname.lastname@example.org) – let’s make this happen!