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Doris Reeves-Lipscomb

Deloitte: 8 key trends in learning and development | Consultancy.uk - 0 views

www.consultancy.uk/...ds-in-learning-and-development

deloitte trends learning development workforce L&D womenslearningstudio

shared by Doris Reeves-Lipscomb on 14 Jan 16 - No Cached
  • The key trends
  • 1 – Learning focuses on increasing business results
  • 2 – Strategic talent management becomes essential
  • ...6 more annotations...
  • 3 – Personalised learning: focus on the individual learner
  • 4 – Learners become more self-directed
  • 5 – Mobile learning becomes popular
  • 6 – The workplace becomes the learning enviro
  • 7 – More knowledge sharing and team learning
  • 8 – Increased need for content curation
  • Doris Reeves-Lipscomb on 14 Jan 16
     
    Eight trends that medium and large sized multinationals recognize but are not necessarily investing in--such as mobile or individualized personal learning or self-directed learning, Consultancy.uk, August 12, 2015
Lisa Levinson

Meet the Modern Learner (Infographic) - 0 views

www.bersin.com/...ShowDocument.aspx

womenslearningstudio WLStudio meet modern learner infographic Bersin Deloitte

shared by Lisa Levinson on 27 Aug 16 - No Cached
  • Lisa Levinson on 27 Aug 16
     
    Link from Beth Kanter's blog to infographic about the modern learner and how overwhelmed they are. From Bersin/Deloitte site. Says that only 1% of a typical workweek is all that employees have to focus on PD, and 80% of them are developing and accessing personal and professional networks to obtain info about their jobs.
Doris Reeves-Lipscomb

Women Who Do This Are Less Likely to Get Ahead - Fortune - Linkis.com - 0 views

linkis.com/...flJ4I

leadership sponsor mentor Fortune womenslearningstudio

shared by Doris Reeves-Lipscomb on 17 Mar 16 - No Cached
  • Doris Reeves-Lipscomb on 17 Mar 16
     
    article by Jennifer Knickerbocker, new Deloitte partner, talking about the importance of sponsors/mentors to moving into greater leadership positions, communicating authentically, and holding to their beliefs/recommendations, Fortune, February 2016
Doris Reeves-Lipscomb

A Brief History of the Power of Pull - HBR - 0 views

hbr.org/...ef-history-of-the-power-o.html

hbr pull Seely_Brown Davison Hagel learning CoPs womenslearningstudio

shared by Doris Reeves-Lipscomb on 12 Jun 15 - No Cached
  • mechanism by which this shift in power from institutions to individuals would take place. We now know that mechanism is pull.
  • Pull allows each of us to find and access people and resources when we need them, while attracting to us the people and resources that are relevant and valuable
  • Employers that fail to provide sufficient professional development opportunities for their employees. These companies will lose their most talented workers to more magnetic organizations that provide better chances for learning and growth.
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  • As each of us votes with our feet and allies ourselves with new generations of institutions, we’ll abandon the old ones, leaving them to drift into obsolescence and setting in motion a reshaping of broad arenas of economic and civic life.
  • communities of practice to drive learning and performance improvement. Once again, deep personal relationships were a key to driving capability building. In addition to those essential relationships, it’s key that members of this community represent diverse backgrounds–critical for the creative tension that often arises from confronting different points of view. We’ve found through our years of research and writing that this mix greatly increases the potential for innovation.
  • reinstate the central role of socially embedded practice in driving knowledge creation and performance improvement
  • Doris Reeves-Lipscomb on 12 Jun 15
     
    Wonderful explanation of the power of pull and its exploration in books written by John Hagel III, John Seely Brown (Social Life of Information author among many other foundational books), and Lang Davison (former director of Deloitte Center for the Edge and editor-in-chief of the McKinsey Quarterly). Endorses community of practice and "socially embedded practice in driving knowledge creation and performance improvement." From April 9, 2010
Doris Reeves-Lipscomb

Edge Perspectives with John Hagel: The Big Shift in Business Strategy - 0 views

edgeperspectives.typepad.com/...hift-in-business-strategy.html

influence Hagel knowledge_flows Big_Shift Seely_Brown learning_online womenslearningstudio

shared by Doris Reeves-Lipscomb on 24 Jun 15 - No Cached
  • The key is to develop the capacity to move rapidly to reap the most benefit from influence, leverage and learning. Firms and other institutions need to cultivate the ability to participate in an expanding range of knowledge flows effectively. 
  • They must also find ways to effectively filter through this expanding range of knowledge flows to extract the insights and approaches that have the potential to create the most value. Finally, they also need to quickly turn around and apply these insights and approaches both within their organization and across a broader range of participants in the system. In sum, the winners will be those who master the techniques required for scalable learning.
  • These are proactive strategies of movement – designed to strengthen influence points by harnessing their learning potential. If done right, it creates a powerful virtuous cycle – more effective learning attracts others and expands influence which in turn increases the potential for further learning.  To borrow a favorite phrase from my colleague, John Seely Brown, we trigger a generative dance between position and movement that takes us to unforeseen levels of impact.
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  • Here are some key questions you should be asking and answering:   Who occupies influence points today within my market or industry? What are potential new influence points that might emerge from the fundamental forces reshaping my market or industry? Who is working to build and occupy new influence points? Have I built robust relationships with these players?
  • One final thought – what if we applied this strategic notion of influence points and accelerated learning to our individual lives? How could we increase our personal impact?
  • Doris Reeves-Lipscomb on 24 Jun 15
     
    John Hagel is a co-chair of Deloitte Center for the Edge. Here he talks about influence points and positioning oneself among influence points through our technology enabled connections. Power laws still concentrate an extraordinary # of connections around a few nodes. But having access to knowledge flows, one will be able to anticipate what's going to happen before others do, one could perhaps shape the flows and more rapid learning may occur because of access to a growing and diverse set of information or knowledge flows. Learning faster than anyone else will enable a company or person to "have a significant advantage relative to those who are scrambling to catch up." Uses the PC microprocessor and operating system components to concretize influence points.
Lisa Levinson

Your Company Needs Independent Workers - 2 views

hbr.org/...pany-needs-independent-workers

womenslearningstudio WLStudio company needs independent workers HBR

shared by Lisa Levinson on 30 Nov 15 - No Cached
  • Lisa Levinson on 30 Nov 15
     
    From the Harvard Business Review November 23, 2015 blog by Steve King and Gene Zaino. This article cites some of the studies we have used to illustrate how the "gig economy" of high level contingent workers is called. They cite the Ardent Partners study, Deloitte 2015 study, the McKinsey study on Connecting Talent with Opportunity in the Digital Age study as well as the HBR research. 6.4 million Americans report they provide professional services to corporations, and is growing at 3x the rate of overall employment.
Doris Reeves-Lipscomb

The Evolving Power of Learning Platforms | John Hagel | LinkedIn - 0 views

www.linkedin.com/...-learning-platforms-john-hagel

platforms aggregation social mobilization learning Deloitte Hagel womenslearningstudio

shared by Doris Reeves-Lipscomb on 12 Jun 15 - No Cached
  • Doris Reeves-Lipscomb on 12 Jun 15
     
    In this blog post, John Hagel "lifts" from a much larger report, what platforms are, the three types (aggregation that is mainly short-term, transaction based; social for building long-term relationships and meshing of relationship networks to foster diversity of connections, and mobilization--those that move people to act together to accomplish something, ex. supply network, Linux in open source, and social movements such as Arab Spring), and how a fourth one--the "learning platform" is the aspiration of business ecosystems everywhere. Platforms do not mean apps. Platforms offer governance protocols and structure for determine who belongs and who doesn't. They also facilitate coordination, collaboration, and connection.
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