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Digital transformation: implications for L&DICELW Conference 2016, New York, June 15-17, 2016Sabine Seufert / Christoph Meierswiss center for innovations in learning (scil)
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My plan for this session
1. Digital transformation
2. L&D in digital transformation
3. A framework & glimpses of cases
4. Buzz groups & discussion
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Who are we? What do we do?
Icons by Freepik.com
Innovative learning with impactin the age of digital transformation
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Disruption …
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… due to digital transformation
Nach: http://www.altimetergroup.com/2014/07/the-2014-state-of-digital-transformation/Infographic: https://www.unbelievable-machine.com/blog/aktuelles-zur-wirtschaftslage-und-zum-stand-der-industrie-4-0/
"Digital transformation is the realignment of, or new investment in, technology and business models to more effectively engage digital customers at every touchpoint in the customer experience lifecycle." (Altimeter Group)
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Is digital transformation relevant to L&D?Technological innovations
Mobile computing
Cloudcomputing
IoT / Industry 4.0
Augmented- / virtual reality
Cognitivecomputing
Big data & analytics
Changes in business
Everything as a service(on demand)
Digital workenvironments
Blurredorganizationalboundaries
Information workKnowledge workDesign-based work
Development needs Expectations of L&D
Innovation (new product / services) Learners: personalized, engaging, immediately useful, any device, …
Adaptability & ability for learning Business: support strategy (whichcompetences?), business impact, …Performance in digital work environments
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What?
Serviceportfolio
Sus-tainable?Value & Revenue
Who?Customers
How?Business process
The basic operating model for L&D
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Normative level:What for?
Strategic level:How? (Medium range)
Operational level:How? (Short range)
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Normative level: What for?
Generic:Agility & innovation
Specific / Current:Digital competences
Overall organization
Creation of requisite contextconditions- flexible work schedules- access to professional
networks (inside & outside company)
- …
1 Informatione.g.
Browsing, searching & filteringEvaluatingStoring & retrieving
2 Communicatione.g.
InteractingSharing Digital identity
3 Content creatione.g.
DevelopingIntegrating Copyright and licencesSpecific L&D
processes / offerings
Development of adaptive & innovative personalities 4 Safety
e.g.DevicesPersonal dataPersonal health
5 Problem solvinge.g.
Technical problemsNeeds & tech resourcesInnovating and creativity So
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Strategic level: 1) Customers / beneficiaries
1. Individual participants in training / development activities
2. Supervisors / managers of participants3. (Unit) Management
4. Networking partners5. Customers / employees of customers6. …
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• Family-owned business• 1924, 61 countries, 19'000 employees• Business areas:
1. Process Automation2. Technical Training (Festo Didactic)
Events & conferences on current industry issues
Training internal & external– Tools for process simulations– Courseware– On-site training
Consulting
Case: Festo Group / Festo Didactic
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Strategic level: 2) Service portfolio
Prüfpunkt 1
Prüfpunkt 2
Prüfpunkt 3
Prüfpunkt 4
Extended training& performance
support
"Standard" trainings & courses
(incl. eLearning)
Facilitated learning& reflection in the
workplace
Collaboration, exchange & learning
in networks& communities
Curation ofcontent & tools
L&D professionals design & are in charge
L&D professionalssupport / help createsupportive context
L&D professionalsfacilitate / support
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Case: scil academy
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Strategic level: 3) Business process
Needs analysis& consulting
Design
Development
"Delivery"
Evaluation
Portfolio Mgmt.
• Crowd-sourcing of "burning issues"Dialoguealong the value chain
• Trainer communities& resource wikis
• OER, YouTube, etc.• User-generated content
• "Catalog" / offerings open to anyone
• Ratings & commentsby users in "catalog"
• … based on feedback& evaluations
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Case: Centre for Young Professionals (CYP)
• Founded in 2003 by major Swiss banks• 6'800 course participants in 2016• 2012: all course materials in digital format only• Trainees provided with tablets• Adapted processes
(e.g. support hotline & ticket system)• New roles
(e.g. Module Manager, Leader Digital field)
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Strategic level: 4) Value / Revenue
Non-monetary Return on expectations(customers, stakeholders)
Monetary Return on investment
Revenue1. Sales of individual products / services2. Sales of individual products / services,
billing only when actually made use of3. Subscription to libraries4. Brokerage fees5. Sponsoring of specific products / services by
partners6. Monetarization of learner data / learner
profiles
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Case: SAP Learning Hubs
• Subscripion model• Different options
(pricing, content)
SAP• Supports sales of licencesSAP Education• Complements / replaces
on site training
• Students (Mgmt, Computer Science, ...)
• SAP Consultants• SAP Partner Businesses• Customers of SAP
What?
Serviceportfolio
Value?Revenue
generation
Who?Customers
How?Business process
Online "learning rooms"• eBooks• eLearning / WBT• "Learning cards"
on new products• Curriculum plans• Facilitated discussions
(SAP trainers / expertsand other learners)
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What?
Serviceportfolio
Sus-tainable?Value & Revenue
Who?Customers
How?Business process
Overview "Empowerment for whitewater"-> agility & innovativeness-> digital competences
Adapted processes;New roles;More dialoguealong value chain
Internal, external, prospective, …
Multiple options
Extended portfolio
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Discussion
1. Do you see the need to adjust / change your L&D business model?
2. Which element(s) need to be in focus in your case?
3. What exactly needs to be done? Where would you start adapting?
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Thanks for participating!
Contact / more information
Dr. Christoph Meier
swiss centre for innovations in learning (scil)
University of St.Gallen
