digital adoption

In this episode of the Digital Adoption Show, host Mayank Arora, a Customer Success Manager at Whatfix, welcomes Rob Lauber, an esteemed figure in the realm of learning and development (L&D). Rob, the founder of XLO Global, boasts over 30 years of experience in L&D, with notable roles at companies like McDonald's and Yum! Brands, as well as advisory positions.

• Rob emphasizes driving business value through innovative L&D strategies, leveraging technology, and enhancing organizational learning. His insights stem from a blend of deep industry knowledge and practical experience. As the former Chair of the Board of Directors for the Association for Talent Development, Rob is dedicated to advancing the L&D landscape.
• In a lighthearted segment, Rob shares his passions outside work, including spending time with his family and involvement in affordable housing initiatives. The conversation transitions to a rapid-fire round, revealing Rob's humility and thoughtful responses.
• Reflecting on his journey, Rob discusses pivotal moments that sparked his passion for L&D, emphasizing the importance of adaptability and problem-solving. He also shares lessons learned from diverse roles, highlighting the need to embrace discomfort and tailor strategies to organizational contexts.
• Looking ahead to 2024, Rob anticipates disruptions in L&D, emphasizing a shift towards enablement over traditional training methods. He predicts a focus on micro-learning and personalized solutions to meet the evolving needs of learners.
• The conversation delves into the challenges faced by organizations, particularly in the supplier community, amidst disruptions. The difficulty lies in capturing attention and understanding the needs of potential buyers.Rob emphasizes the importance of comprehending the corporate environment, budget cycles, and decision-making processes to tailor sales and marketing strategies effectively.
• Furthermore, Mayank queries the significance of justifying Return on Investment (ROI) in Learning and Development (L&D) initiatives. Rob highlights the necessity of defining success measures upfront, whether numerical or intangible, to align with stakeholders' expectations. 
• He advocates for a focus on Return on Expectations (ROE) alongside ROI, suggesting a test-and-learn approach to gauge the effectiveness of strategies.Transitioning to common barriers in L&D strategy adoption, Rob emphasizes the importance of articulating the "why" behind changes. 
• He discusses challenges in budget reconciliation post-COVID and the need for storytelling to convey program importance.Rob concludes with actionable advice to prioritize curating L&D initiatives based on their impact, rather than accumulating programs.

 Mayank appreciates Rob's insights, highlighting the relevance of recognizing when to end initiatives for better organizational outcomes. Overall, the conversation with Rob Lobber offers valuable insights into navigating the future of L&D, emphasizing agility, innovation, and a learner-centric approach in the digital age.

In the latest season of the Digital Adoption Show, Arijeet Das, Director of Sales at WhatFix, introduces the audience to inspiring stories of execution and growth. Season four promises fresh perspectives, engaging discussions, and insights from industry leaders. The focus of the episode is on maximizing knowledge management efficiency with digital adoption platforms (DAPs), featuring Dr. Thomas Blumer, former Director of Knowledge Management at QAD.

• Thomas shares his extensive experience in global knowledge management and learning strategies, emphasizing the impact of DAPs on customer value through digital adoption, AI, and machine learning. The conversation delves into Thomas's passions outside of work, his recent travel to Zurich, and a humorous exchange on favorite colors. The episode introduces a new segment, "Triple Strike," where Thomas provides insights into his personality and preferences.
• The core discussion centers around DAPs, their role in optimizing processes, reducing onboarding time, and enhancing user experiences. Thomas highlights the importance of storytelling in justifying DAP adoption, emphasizing that people remember stories more than numbers. The conversation concludes with insights into significant shifts in perceptions around DAPs, emphasizing the power of data and the paradigm shift from reactive learning to strategic decision-making. Overall, the episode offers a comprehensive exploration of DAPs and their transformative impact on organizational efficiency.
• In the continued conversation, the discussion delves into the transformative potential of combining Digital Adoption Platforms (DAP) with Artificial Intelligence (AI). The speaker emphasizes the paradigm shift, highlighting how DAP and AI together can revolutionize not just active processes but also manage inactivities, allowing for insightful comparisons across different regions and processes. The focus shifts from historical emphasis on activities to scrutinizing wait times and optimizing processes.
• The conversation unfolds to underscore the strategic value of DAP and AI, emphasizing their role in reducing costs, improving efficiency, and contributing directly to the bottom line. The importance of recognizing the opportunity cost associated with wait times becomes evident. The speaker shares concrete examples of the positive impact on onboarding time, support ticket closures, and complex solution transitions.
• As the discussion progresses, the conversation touches upon the challenges faced during deployment and usage optimization, cautioning against pitfalls such as a lack of clear business objectives, insufficient stakeholder involvement, and the importance of setting standards to avoid future issues.
• The conversation then pivots to the anticipated future landscape, predicting a 70% adoption of DAP primarily driven by AI integration by 2025. The speaker elaborates on the synergy between DAP and AI, emphasizing the generation of valuable insights, data cleaning capabilities, and compliance enforcement. The potential for AI to enhance user experience, generate personalized content, and offer just-in-time interventions is highlighted.

The episode concludes with a glimpse into the future of DAP, envisioning its role in controlled AI rollouts, streamlined end-to-end processes, and personalized knowledge delivery. The speaker expresses excitement about the rapid advancements and the potential for DAP to bring about a transformative era in knowledge management. The importance of storytelling in creating compelling DAP narratives is emphasized as parting advice for the audience.

Step inside the game-changing Business Clinic at Northumbria University, where the future of business consultancy is being redefined. This episode features the voices of those at the forefront: Nigel Coates, Dr Rebecca Dutson and entrepreneur Kelly Maxwell of Kelly's Heroes. Learn how the clinic's unique approach has not only provided over 700 small businesses with tailored support but has also equipped students with unmatched real-world experience, leading to successful careers and business transformations.

For more information on the Help To Grow Management programme visits northumbria.ac.uk/helptogrow

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Welcome to the Digital Adoption Show's latest episode, a deep dive into the fusion of Learning and Development (L&D) and Sales Enablement strategies for achieving business excellence. Our expert panel, featuring Bart Schutte and Tomissa Smittendorf, explores the dynamic business landscape's ever-evolving needs and the imperative for innovative approaches to stay competitive.

Bart Schutte, the Director for Digital Learning at Saint Gobain, and Tomissa Smittendorf, Director of Sales Enablement Training at Kellogg's, share their invaluable insights and practical tips for optimizing business performance. They emphasize the seamless integration of L&D and sales enablement as a pivotal driver for growth, empowering sales teams, and ensuring overall success.

• Bart underscores Saint Gobain's unique strengths, including its product diversity and a culture of trust and empowerment. He discusses artificial intelligence's (AI) role in change management, with a focus on the role of AI in Learning & Development (L&D) as well.
• Change management and the significance of senior leadership's involvement in driving digital transformation are key discussion points. Bart emphasizes that cultural alignment and digital transformation should originate at the top and cascade throughout the organization.
• The episode also underscores the importance of employee experience in successful digital transformation and highlights real-time, on-the-job support as a key component of L&D in this context.
• As the conversation turns to justifying learning technology investments, Bart notes that the return on investment (ROI) for learning lies in employee engagement, underscoring that these justifications are unique to each organization's circumstances.
• The talk with Bart concludes by emphasizing the need to engage business units in L&D, involving them in priority identification, focusing on behavioral change and outcomes, and adopting innovative solutions beyond traditional training programs. 

In the continuation of this Learning and Development podcast, we delve deeper into the world of organizational learning and the future of sales training with Tomissa Smittendorf, the Director of Sales Enablement Training at Kellogg's. With over three decades of experience at Kellogg's, she leads the Sales Learning and Development team, and her insights are invaluable.

• Tomissa shares her role at Kellogg's, emphasizing her diverse journey through various divisions within the company, from supply chain to HR, which provides her with a holistic perspective on Kellogg's operations. She expresses pride in working for Kellogg's, highlighting the exceptional brands and people associated with the company.
• As she discusses the challenges encountered, Tomissa emphasizes the rapid shift to virtual operations within a day, which required embracing new technology and even virtual reality training. The team's courage to adapt and learn from mistakes was crucial, ultimately leading to an engaging and immersive VR training simulator for sales teams.
• Tomissa shares a compelling example of how virtual reality can be used for sales training, offering new sales representatives a safe and interactive environment to practice and receive coaching.
• She reflects on her proudest achievements, including aligning the Sales Learning and Development value proposition with the company's strategy and the unwavering support of the executive leadership team. Her team's courage and agility in the face of change are also a source of pride.
• Regarding the future of sales training, Tomissa suggests staying attuned to industry developments and focusing on skill-building areas such as revenue growth management, financial acumen, and omnichannel leadership.

In conclusion, This episode offers a comprehensive view of how L&D and sales enablement integration is transforming digital business strategies for excellence.

The episode delves into the multifaceted realm of digital adoption and its profound influence on CSMs. Akanksha, having worked in the field for five years, emphasizes that it's not merely about technology innovations; it's about the strategic use of digital adoption platforms to reshape how CSMs interact with clients. 

• The conversation underscores the significance of adopting a user-centered approach, emphasizing the need for technology progress to be aligned with customer success management.
• Akanksha, an experienced customer success leader at Whatfix, brings her expertise to the discussion. She discusses how digital adoption strategies have become an integral part of change management in her organization. These strategies provide a framework for achieving business digital transformation and play a crucial role in the change management model.
• The importance of training for management of change is highlighted, ensuring that CSMs and teams can effectively navigate the change management process when incorporating digital adoption platforms. The episode sheds light on the meaning of change management in the context of digital adoption and the transformation it brings to the industry.
• Akanksha emphasizes the need for a clear change management template that can guide organizations in their journey to transform digitally. Such templates aid in the seamless execution of a change management framework, enabling businesses to adapt to the ever-evolving landscape of technology and customer success management.

Overall, the episode underscores how technology adoption and digital adoption strategies have the power to transform digital in ways that align with the objectives of client success and customer success management. It delves into the profound impact of digital adoption platforms, illustrating the pivotal role they play in achieving technology progress and digital transformation within the context of a user-centered approach.

This podcast introduction sets the stage for an exploration of Digital Adoption in the sales function, with a specific focus on the perspectives of Account Managers and Business Development Representative Managers. It emphasizes the transformative impact of digital technology on sales and teases the insights that will be shared by industry experts and practitioners throughout the episode.

Aryaa introduces her guest, Nick Roetter, a Senior Account Director at Whatfix, who is passionate about using digital adoption technology to enhance user experiences and productivity. They discuss various aspects of digital adoption and its impact on sales professionals.

• Nick emphasizes that digital adoption is not just about completing tasks but about driving behavior and ensuring technology is used effectively. He highlights how it helps sales operations by providing accurate data and streamlining processes, making reporting to executives more reliable.
• The conversation also touches on how different industries, such as healthcare, supply chain, and compliance, benefit from digital adoption. Nick stresses the importance of educating and evangelizing this concept, especially in industries where technology plays a critical role.
• Nick then talks about the ongoing nature of digital adoption as software interfaces change and the need for continuous user support and training. 
• They conclude by highlighting the importance of user-friendliness and customization in digital adoption tools.

The second guest on this podcast is Akhil, a BDR (Business Development Representative) leader with over seven years of experience. Akhil manages a team of 10+ BDRs across the US and EMEA regions, focusing on maximizing technology investments for their clients. 

• He discusses the prospecting tech stack his team uses, emphasizing the importance of tools like Outreach.io for outreach sequences, ZoomInfo for contact information, Demandbase for prioritizing accounts, Highspot for content sharing and analytics, and Salesforce as the core CRM.
• Akhil also highlights the significance of fast-tracking tech stack enablement for new BDRs, mentioning the role of Whatfix in providing in-app guidance and assistance during onboarding, reducing the time it takes for reps to become proficient in using these tools.
• The conversation delves into the evolution of BDR training from traditional methods to digital adoption platforms like Whatfix, emphasizing how learning in the flow of work enhances employee retention and reduces frustration.
• Furthermore, Akhil addresses the day-to-day challenges faced as a BDR manager, stressing the importance of accurate data input into CRMs and how tools like walkthroughs and beacons improve data hygiene and forecasting accuracy.

Overall, the discussion showcases how digital adoption is transforming the sales function and its potential to improve efficiency and productivity across various industries while emphasizing on it’s critical role in streamlining BDR operations, improving training efficiency, and enhancing the quality of prospecting efforts in the ever-evolving sales landscape. 

In this episode of "The Digital Adoption Show," the focus is on the critical role of neuroscience and adaptive learning in successful change management within organizations adapting to the digital age. Dr. Britt Andreatta and Kelly Power are the featured guests who share their insights and strategies.

Dr. Britt Andreatta, an internationally recognized thought leader with a background in leadership, neuroscience, psychology, and learning, emphasizes three core human needs: survival, belonging, and becoming. 

• She explains how these needs impact our response to change and the importance of understanding the "biology of resistance" when introducing digital adoption.
• Dr. Andreatta's three-phase model of learning aligns with how the brain naturally learns, emphasizing the importance of breaking learning into digestible chunks, connecting new information to existing knowledge (schemas), and providing ample practice opportunities.
• Metrics for evaluating the success of learning solutions are discussed, with a focus on the five levels of evaluation according to the Jack Phillips model, including satisfaction, learning, implementation, impact, and ROI.
• Managing change and getting employees excited about it involves acknowledging resistance as a natural biological response, highlighting opportunities, providing clear communication, and celebrating progress along the way.
• Finally, Dr. Andreatta advises thorough research before adopting new technology solutions, including compatibility checks and rigorous reference checks to ensure the selected solution aligns with the organization's needs and goals.

In the continuation of the podcast, Kelly Palmer, the Chief Learning Officer at Degreed, shares her insights on the changing landscape of work and learning in the digital age.Kelly identifies herself as a workplace futurist, emphasizing the need for organizations to adapt to the changing world of work and learning. 

• She highlights the importance of forward-thinking companies that are preparing for the future by upskilling and reskilling their workforce. She mentions examples of companies like Booz Allen Hamilton and Amazon, which have initiated upskilling and reskilling programs to equip their employees with essential skills for the future.
• Kelly emphasizes the importance of measuring and quantifying the impact of upskilling and reskilling initiatives, which allows companies to track progress and ensure that their workforce is prepared for the challenges ahead.
• She also discusses the need for a learning culture within organizations, where employees are encouraged to take ownership of their learning and continuously acquire new skills. Kelly acknowledges that not all employees may initially embrace this mindset, but she emphasizes that the changing job market will likely compel individuals to keep their skills up-to-date to remain competitive.
• Kelly's insights provide a roadmap for organizations and individuals alike, urging them to proactively prepare for the future rather than react to it.

In summary, this episode delves into the neuroscience of change management, emphasizing the importance of understanding human needs, aligning learning with brain science, measuring the impact of learning solutions, managing resistance to change, making informed decisions when adopting new technology and the imperative need for organizations to embrace change in the rapidly evolving world of work and learning.

In this insightful episode of the Digital Adoption Show, titled "DAP Upskill," the speakers talk about technology adoption life cycles and their relationship with user-centricity. The podcast features Achyut Krishna, Senior Director of Engineering at Whatfix. He is responsible for the Digital Adoption Platform (DAP) product line. Achyut brings over 15 years of experience in the field to the discussion.

• Achyut explains that his engineering team utilizes a variety of software tools, such as Jira for change management, Git for source code management, and Jenkins for development operations. He emphasizes that the traditional boundaries of engineering roles are evolving, with engineers now required to understand and use multiple tools to ensure a seamless customer experience.
• The conversation delves into the concept of digital adoption and how DAP platforms enhance user-centricity. Achyut highlights the importance of tailoring content to specific user roles and functions to maximize its impact. He shares an example of how DAP can be used to bridge the learning curve when introducing new tools to the engineering team, ultimately improving productivity and customer satisfaction.
• The interview also touches on measuring the effectiveness of DAP in enhancing user experiences, emphasizing the importance of feedback and user tracking. Achyut underscores the need for a user-centric approach in designing and implementing DAP, allowing users to focus on what is relevant to their roles.
• Achyut concludes by highlighting the evolution of user-centricity as a central philosophy in their approach to DAP development and future initiatives aimed at further enhancing the user experience. 

The second guest on the podcast is Anuraag Hota, who leads product management at Whatfix. Anuraag introduces himself, highlighting his eight years of experience in the field and his passion for solving user pain points and improving product adoption.

• The discussion centers around the user-centricity of Digital Adoption Platforms (DAP) and their role in minimizing the technology adoption lifecycle for end-users. Anuraag shares insights about the software tools used by his department, including Jira and Product Board, emphasizing how these tools improve productivity and facilitate feedback collection from various teams.
• The conversation delves into the concept of digital adoption and how DAPs help users onboard smoothly. Anuraag mentions the importance of guiding users in their initial interactions with a product and highlights the role of DAP in simplifying this process.
• Anuraag elaborates on how he and his team are end-users of DAP while building these platforms. He discusses how DAPs like Whatfix increase their efficiency by automating tasks, streamlining workflows, and reducing internal support costs.
• The discussion continues with Anuraag's advice on getting the most out of DAP. He emphasizes the importance of focusing on user objectives, identifying pain points, and personalizing content rather than overwhelming users with generic pop-ups and messages. Anuraag encourages users to approach DAP strategically to achieve a higher return on investment.

Overall, the conversation highlights the significance of user-centricity in DAP and offers valuable insights for users looking to leverage DAP effectively in their organizations.

In this insightful episode of The Digital Adoption Show, host Shreya Srivastava, a Customer Success Manager at Whatfix welcomes Dawn McKendry, an IT learning manager at Ameris Bank, to discuss how digital adoption is transforming the banking experience for customers. Dawn's 13-year experience at Ameris Bank provides insights into the five-phase digital adoption process that's reshaping banking.

• The conversation begins with a playful tone and Dawn shares her role, overseeing learning and development at Ameris Bank, ensuring compliance, managing the instructional design team, and collaborating with Whatfix, a digital adoption solution.
• Digital adoption is spotlighted as a tool driving efficiency and customer confidence. Dawn emphasizes that the modern banking landscape requires quick adaptation to evolving technologies. With digital adoption, employees at Ameris Bank have a reliable resource to swiftly address customer needs, enhancing customer satisfaction and trust.
• Dawn also underscores the competitive nature of the banking sector, where personalized services are paramount. Whatfix's change management component aids staff in navigating new products and services, enabling seamless interactions with customers and leading to quicker onboarding of new products and services, creating a seamless customer experience.
• Dawn highlights various features of the digital adoption tool, including tips, workflows, and task lists, that help employees efficiently navigate processes and provide better customer support.
• The conversation then delves into the role of digital adoption in bridging the gap between traditional and modern banking services. Dawn further explains that digital adoption tools like Whatfix assist customer care centers in providing effective support to customers.
• Dawn's insights showcase the benefits of digital adoption in enhancing customer support and engagement, as well as improving efficiency within the banking sector. As the conversation concludes, Dawn's advice to other banks centers on managing employee workloads through digital tools and embracing the transition towards digitalization for more effective customer service.

The focus of this discussion centers around digital adoption, which they define as technology that assists users in accomplishing tasks in their moment of need. Kerri explains that Boston Scientific was prompted to explore digital adoption due to the complexity of their global operations and the need to comply with diverse laws and regulations in over 130 countries.

Their digital adoption implementation aims to remove barriers for users, improve efficiency, and enhance the quality of their processes. They measure success through both quantitative and qualitative methods, including time savings in performing tasks and reducing the need for support tickets. Additionally, they've seen significant reductions in error rates and a boost in user satisfaction.

One interesting aspect of their digital adoption strategy is the creation of a persona named "Nimble," a cute robot that engages users and enhances their experience within the system. Nimble has been instrumental in building a connection with users and driving engagement.

Nick commends Kerri's team for effectively communicating the value of digital adoption within just 18 months of implementation, which is commendable given the challenge faced by many companies in conveying the benefits of software investments.

The discussion highlights the importance of building a skilled and dedicated team for the project, as well as the need for flexibility and adaptability during the implementation process. Kerri shares how her team spent time learning the tool and understanding their system and users, which proved vital for a smooth and effective deployment of digital adoption.

The success of their digital adoption initiative is measured through various quantitative and qualitative metrics, including time savings in performing tasks and reducing error rates. Kerri emphasizes the significance of engaging with the user community to gather feedback and insights, ensuring that the content and tools provided meet their needs effectively.

Furthermore, they touch upon the rising profession of digital adoption and how organizations are increasingly investing in this technology. As an early adopter, Kerri provides valuable advice for those starting their first digital adoption project. She encourages them to be creative, open to change, and seek user feedback actively to drive successful implementation.

On a lighter note, they share personal experiences with ChatGPT, using it for planning vacations and exploring the fun possibilities the technology brings. The conversation concludes with enthusiasm for the future potential of digital adoption as it continues to evolve and positively impact various domains. Kerri's journey with digital adoption exemplifies the transformative power of this technology in optimizing processes and enhancing user experiences.

Overall, the conversation showcases the practical application of digital adoption in a real-world scenario, highlighting its positive impact on user experience, efficiency, and quality in a complex global environment.

China’s Ant Group announced that its cross border solution Alipay+ is now incorporated into Singapore’s SGQR. What does this mean for merchants and consumers alike? 

As Alipay+ surpasses its target of 1 billion regional and global consumers, what is the  strategy in this region?

Dr Cherry Huang, General Manager of Alipay+ Offline Merchant Services, Ant Group shared on Breakfast how merchants in Singapore and the region can benefit from this payment solution, and the global capabilities of Alipay+. 

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Richard’s story of bringing  DAP to Sentry and how the organization adopted to learning in the flow of work.

• The Sentry story of implementing a digital adoption platform (DAP) revolved around their claims application. The goal was to minimize the disruption to the call centre's workflow and customer responses by minimizing the amount of formal learning that took associates away from their desks. 
• The strategy was successful and had a positive return on investment, reducing the time needed for new hires to be fully trained. The implementation of the DAP also coincidentally prepared the company for the shift to remote work during the pandemic. The implementation of a digital adoption platform (DAP) reinforced the Richard's belief in informal learning, also known as "learning in the flow of work." 
• Initially, there were questions and apprehension from senior stakeholders, but the Richard was able to work through these concerns and show the benefits of a good DAP. The DAP was able to provide the right content at the right time, helping users in their workflow. 
• Richard also had to overcome a previous attempt at implementing a DAP at the company, which had not been successful. Richard used a structured template for introducing the DAP to different stakeholders, including Frontline Management and associates. To make the introduction fun, the speaker created online scavenger hunts and contests to encourage engagement with the DAP.

What are the aspects of learning that have stayed constant throughout your career? 

• The core aspects of learning include practice, repetition, reflection, and feedback. A DAP allows for a more intentional design of learning assets and can shrink learning intervals. \
• Additionally, a DAP can strengthen new user confidence once they have completed formal training, and it is difficult to measure but it has been beyond measure in Richard's experience.

What are some problems that organizations need to address in L&D?

• He believes that the L&D profession needs to focus on leveraging data and analytics to gain insight into people's performance and build better learning experiences. 
• Additionally, Richard suggests that L&D teams should focus on democratizing learning by having associates participate in delivering, sharing, and coaching. This can help to build a learning culture, where associates feel more connected to the learning process. 
• He also mentions that they have successfully built adjunct faculty teams at previous organizations to help deliver training and leadership skills among associates.

How do you measure the ROI of a business from the L&D perspective?

• He believes that the true return on investment (ROI) from a Digital Adoption Platform (DAP) is seen in the savings from a particular initiative, cites an example from their time at Century, where they used an online resource and coaching sessions to train sales associates, resulting in a savings of nearly $300,000.
• He also mentions that at Century, they were able to go remote with their claims learning due to the use of Whatfix, which resulted in additional cost savings, he also mentions that the numbers have been published on some websites in Whatfix, which is a DAP platform.

Claire Doody is Founder and Principal Consultant, at Work in Motion and Ex-Global Director(How We Work), at Twitter. She led the redesign of work at Twitter to support its decentralization strategy. 

The latest episode of the Digital Adoption Show features Akshay Moza, Manager, Customer Success, Whatfix and Claire Doody on The 5 Must-Follow Hacks to Build a Future-Proof Workplace.

4:54 - Technology has become the backbone of the L&D function. How can leaders use technology more effectively while keeping the human element in mind?

• Experiences can be made more human by using technology. 20 years ago, there was a huge gap between being alone, and working through content on an LMS but today we could have a transformational learning experience
• You've got multiple touch points like Slack and Zoom throughout the employee journey and it's very powerful. Well-designed tech-enabled learning can facilitate the human-centric approach and it can create continuity outside the classroom to build a sustainable relationship across peers which is much more inclusive
• To achieve high standards in L&D, you need to focus on good learning design and facilitation to create those learning experiences. This also creates tension between scalability and the number of touchpoints a learner might have. Meanwhile, there's plenty of content, rotting away on learning management systems that would make you feel very isolated, using e-learning

14:45- How do you create a change when building an L&D strategy? What are the three things you keep in mind?

• The first one is about understanding the business and its purpose. Understand the standard L&D offerings of employee onboarding, training and whatever is vital to your business over the coming years. If your business is going to double in size over the next 18 months, you will benefit from putting in place some diverse hiring and interviewing skills if your organization wants to break into new markets
• Be ruthless about what you focus on. You can quickly become an order taker when you come under pressure from various parts of the business. If you don't have a framework for taking things on and rejecting things, you will fall short of the resources or the capacity to take it all on and you can’t go anywhere
• Expand your thinking and appreciate that very few things can be addressed by learning alone, looking at the mindset, the behaviours with culture and the systems. Ask yourself what's incentivizing people to behave in the way that we're trying to address and what's stopping them. We need to reframe L&D as a performance consultant, so that doesn't always mean that there's going to be training in the solution

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Michelle Parry-Slater is the Learning & Development Director at Kairos Modern Learning and the Author of the L&D practitioner's toolkit, The Learning and Development Handbook. Her mission is to support L&D professionals to improve the impact of their profession by taking a strategic, holistic approach to people and workplace development. 

The latest episode of the Digital Adoption Show features Kriti Arya, Team Lead Business Development, Whatfix and Michelle Parry-Slater on the secret to the success of The L&D Handbook.

6:45 -Do you think learning techniques should be changed for different people/ groups/regions? Does the one shoe fits all approach work?

• Learning and development are actually wearing very comfortable shoes. If you got your comfortable shoes on to move to a new set of shoes, they're new, they're not worn in yet, they can feel different and uncomfortable but we need to perhaps go through that uncomfortableness, ourselves as a profession
• Learners don't necessarily embrace uncomfortableness, but the people who are learning or need to learn for their jobs deserve the best opportunity to learn
• We need to look forward to solving learning challenges with modern ways of working and that's what our learners will be expecting. Therefore we need to figure out a way by which we can provide learning in a way that suits the individuals concerned

12:36 -Should the learning approach reflect real life? What advantages does this learning approach offer L&D professionals, and how can they implement it?

• To buy a car or choose our life partner, we don't do courses for these, we ask our network, friends, and family, we look at magazines, online and YouTube videos and do our own research. So we've got these skills innately, so learning and development professionals really do need to harness the skills of our learners and should focus on giving them what they need when it comes to content or paving the learning pathways
• It's actually lazy not to help our learners with the right content and learning pathway or force people to go on a course, to force people to wait six weeks to learn something that they need for their jobs right now
• Create communities of practice networks for people to talk to each other about their work and learning to create social interaction, people are loving face to face learning activities but what are they loving? Are they actually loving sitting in a room getting the knowledge dump? or are they loving chatting with their colleagues?

17:57 -What would you like to suggest to the young L&D professionals to build the right future?

• It's always been networking. Some people just hate even the word networking, because it just fills them with dread speaking to strangers and so on. Pushing yourself to meet other people, and engage in community is really what will open your eyes to new ideas, and new opportunities
• Focus on empowerment, if you give young people a voice, they will really come up with some fantastic ideas. So it's not a cliche to say, young people are the future, but sometimes they're not met where they are. They're met with criticism and judgement
• If we can reframe, and invite the people who are the future of our profession, into the community of a fully networked invited open space, then I highly recommend that young people push their way in, but I also recommend that everyone else put their hand once probably had and pay it forward

Reach out to Michelle Parry-Slater

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Erika Van de Yacht is Associate Director, Enterprise Capability at Sentry. She is managing the design, delivery and evaluation of learning and development solutions in support of strategic objectives and organizational development priorities.

The latest episode of the Digital Adoption Show features Sumeet Kumar, Senior Vice President Sales, Whatfix and Erika Van de Yacht on Accelerating L&D’s impact through a business-driven learning model.

9:41 -Learning and Development play an integral, techno-commercial role in achieving the enterprise's & business goals. What’s your opinion on this?  

• The rate at which an organisation learns will become the only sustainable source of competitive advantage. With rising complexity, a lot of skills seem to have this increasingly shorter Half-Life, which certainly on the surface makes continuous learning and development just a necessity in achieving enterprise goals
• We have to develop a culture and environment that supports continuous learning and it usually needs to happen within the business and in the flow of work. We need learning to be embedded, or woven into the day-to-day experience of our associates. Whether it is through systems or people that can coach and support in the moment of need

14:06 - Every business has a strategy that challenges its needs and L&D would need to support those. How does your team at Sentry deal with it?

• Our corporate universities support the broad professional and leadership development needs of our organisation, but we also support the business unit level. Whether it's claims, sales, underwriting, customer service, or even our hospitality business, so that's, that's where the golf cart golf course is part of our hospitality business
• We have very close relationships and alignment between our Talk leaders and the learning function to assure we're working on the right things from a business perspective
• I would emphasise developing a cross-sectional way of learning so that we ensure our learning aligns closely with business needs

20:46 -What is the mix of projects you have in any specific area, which makes you excited? Or, call it one of your favourites? To focus on? From a personal perspective?

• Our team is often juggling about 180 projects at a time and I would say actually, the larger the learning team, probably more of those efforts are focused on business-specific learning. 
• Our learning team is actually broken into, learning leaders, instructional designers, and learning performance specialists who work closely with the business and, of course, the important team who helps manage their learning solutions in our LMS, and so on
• With so much of that work between the learning leaders and the learning performance specialists who work more closely with the business. I'd have to look at the exact breakdown, specifically on business-related efforts. We also interact with the entire organisation, focussing only on accelerating our leadership development programme
  
  
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Bart Schutte is a Director of Digital Learning at Saint Gobain. He is focused on Organizational Learning, and specifically, how enterprises need to adapt to create a real culture of learning leveraging public MOOCs, Personal Knowledge Management, and the abundance of knowledge and learning on the Internet.

The latest episode of the Digital Adoption Show features Bart Schutte, sharing insights with Arijeet Das Diengdoh, Associate Director of Sales - EMEA at Whatfix, on Transform not train your way to a better business strategy.

03:26 - Is there fear or scepticism regarding artificial intelligence in training? 

• Software vendors continually talk about AI in their products and their ability to recommend learning to people personally, amongst l&d people
• In Saint Gobain, we use Machine Learning and Artificial Intelligence, for detecting patterns from data in the past so that they can make predictions and we try to implement it in our manufacturing plants, sales & marketing and supply chain
• The first step that companies can take around machine learning for the masses, is visualisation. If you can make data visual so that people can see it, and it expresses the insights people can make much better decisions. Visualisation is a lot easier than machine learning

09:47 - The biggest challenges confronted by L&D leaders and companies

• Critical thinking, problem identification and problem-solving skills are critical. There's been a lot of talk about this becoming increasingly critical but the real challenge is to build those skills inside the people in organizations. It's not just about training, but transforming the company, in terms of skill and culture
• In Saint Gobain, Data Analytics Academy was launched in 2019. We recognise the opportunity, the need to upskill engineers and our plants, to be able to use machine learning on themselves to get insights out of the data they have every day to continually improve production
• What matters is, what are they able to do with the training and guidance provided. With a good learning experience, we're could see people reduce the energy consumption on a line of production by over 10%. But with traditional techniques, they've never been able to get more than a 1% reduction

15:44 - How do you get people to change?

• Organisational structure plays a very crucial role in transformation. The organisation has to support employees and make it easier for them to do the new thing than the old ones
• If data and data analytics are really important, it has to be something that senior leaders should be talking about all the time. Also making sure, that they're walking the talk when they make decisions. They're basing it on data and not on intuition. So that's the most important thing that has to happen if you want to get individuals to change

20:54 - What is the significance of employee experience in driving successful digital transformation?

• People approach the employee experience from many different dimensions. What's important is that the learning should be as close to the moment of need on the job. It is imperative to design all of their programmes to be about real things that people have to get done on the ground
• As L&D practitioners, we should focus on creating an environment that promotes collaboration and encourage employees to take up different things

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A brief intro in the Impact Team Podcast. What's coming up and when. 

The Impact Team are a world-class digital transformation consultancy delivering impactful change for our clients’ digital solutions and operations.

www.theimpact.team

Thierry welcomes David Gray, General Manager at the CK Group, to the show. An avid believer in technology, David looks back at the last three decades and discusses how technological changes and the internet have revolutionised the way companies structure their business processes. Then, Thierry wonders how the two key business lines from the CK Group, an established group in Luxembourg offering office technology and sports wellbeing solutions, are complementary. Subsequently, they talk about the effects of the pandemic on businesses and how this has affected their decisions to accelerate their digital transformation decisions.