Learning is the people side of [successful] business change. Paul Jagger Secretary, BCS L&D Specialist on twitter

Transcription

1 Learning is the people side of [successful] business change Paul Jagger Secretary, BCS L&D Specialist on twitter

2 Why is Learning important? Knowledge, skills and behaviour are the only sustainable competitive advantages in the Information Society, everything else can be commoditised or outsourced. From the classroom to the boardroom, your competence is the key to personal and professional success. but it s even more fundamental than that 2

3 When change happens in our environment we have 3 options: 1.Do nothing 2.Evolve 3.Adapt Obsolescence Too slow Learning 3

4 Change is inevitable We can control some Others are thrust upon us How quickly and effectively we adapt determines the likelihood of survival In a business environment We need to do more than simply survive We need to master change and thrive

5 Learning and change are synonymous The purpose of any form of learning is to achieve desirable behaviour change! Unless [desirable] behavioural has changed is evident, learning has not taken place.! If the time to competence (rate of internal change) lags behind the rate of external change, obsolescence will follow as night follows day.

6 What s the role of Learning & Development in IT?

7 Where does L&D in IT belong? Within IT Within HR It must be in both!

8 Who s hired? You are recruiting someone as part of a the business change team for an IT-enabled business change programme. What qualifications, knowledge, skills, experiences and personal qualities would you look for in your ideal candidate? How do they differ from the expectations you might have of me as your speaker today? What if I applied for the job and said on my CV that I was a Learning & Development Professional in IT?

9 Top 10 Barriers to Business Transformation Resistance to Change 82% Inadequate Sponsorship 72% Unrealistic Expectations 65% Poor Project Management 54% Case for Change not Compelling 46% Project Team Lacked Skills 44% Scope Expansion/Uncertainty 44% No Change or Comms Plan 43% No Horizontal Process View 41% IT Perspective not Integrated 36% = Directly related to Change Management and Communications Initiatives IBM UK research 2010

10 Levels of Business Change correlates to the degree of behaviour change required in the workforce High Business scope redefinition Revolutionary Change Business network redesign Business process redesign Internal integration Evolutionary Change Low Low Localised exploitation Range of potential benefits High

11 Reasons for Project Failure Failure to get buy in or provide appropriate and timely education and support to those affected by IT enabled business change is recognised as one of the top causes of project failure. Project Management Institute! It is a mistake to focus only on the IT aspects of change. Much of the difficulty in larger projects relates to dealing with the people issues such as engagement and training. Dr Sharm Manwani, IT Enabled Business Change (BCS)

12 Common myths about Learning 12

13 1. Learning styles Think about the different ways in which you learn Try to list as many different methods as you can by which you Learn new skills Gain new experiences Find out new information Form new opinions Normalise new behaviours What are your top 3?

14 How do we learn? Pike s laws of adult learning Adults are babies in large bodies We still favour experiential learning, even if most adult learning emphasises abstract theory over practice People do not argue with their own data We are more likely to believe something if we arrive at a conclusion through our own data Learning is directly proportional to the amount of fun you are having Humour is an important tool in coping with the anxiety and stress that often comes with change Learning has not taken place until behaviour has changed It s not what you know, but what you do that counts

15 Team Jagger Development Plan Review Favour experiential learning i.e, doing over knowing Have developed keen observation and listening skills (especially stories) Enjoy learning, especially through repetitive play Show strong tendency to active experimentation Adopt new and successful behaviours that allow them to adapt well to their new environment quickly

16 Integrated Working/Integrated Learning We don t work in the classroom Why should we learn in the classroom? Princeton University (2000) 70:20:10 model 10% from formal training 20% from mentoring / coaching 70% from real life and on-the-job experiences This is the most important aspect of any learning and development plan Technology can be used to enable and enhance learning

17 Technology plays a role in learning even before formal education starts! 17

18 Diversity of learning in the knowledge economy

19 Managing Change and Effective Learning are Synonymous 'It is not necessary to change. Survival is not mandatory.'! 'Evolution favours the survival of the wisest.'! 'The first challenge for all of us, is not to learn, but to unlearn.'! W Edward Deming Jonas Salk Gloria Steinem I am always ready to learn, although I do not always like being taught.! Winston Spencer-Churchill 'Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so.' Douglas Adams

20 Thank