Archives for January 2018
I am in the process of writing a book called “Clearing the Digital BLUR”. The fundamental premise of the book is that many lines that we are used to from the industrial and early part of the information age have started blurring away. We now live in a Digital BLUR world characterized by Boundary-less organization and industries, Limitless digitization, Unbounded innovation and Relentless iteration.
Many organizations are falling by the wayside because leaders and organizations are either failing to either notice the blurring lines or struggling to respond to the after-effects of Digital BLUR. While a large part of the book focuses on the trends revolving around the BLUR and the recommended response from companies to clear the BLUR, I started thinking about what this really mean to us, as individuals. I tried to boil it down to a few realities.
Reality #1 All that can be automated, will be
That most of our work processes can be automated and robotized is now a foregone conclusion. The question that I ponder about a lot these days is, “As AI becomes more human, will we become more robotized or more human?”.
If there’s anything we have learned from history, it is the fact the tools that we invent become our masters over time. Thanks to the rapid advancements in Machine learning and AI, things that we thought were uniquely human are now being done by algorithms and in most cases, with unprecedented efficiency and quality. With poetry writing, music composition, dancing, playing golf, driving a car scratched off from the list, we are left with very few things that we can label as uniquely human.
How should we respond to this unprecedented situation? As I see it, there is only one way: by becoming more human, looking within for inspiration and doing things that are uniquely you.
Reality #2 Machines are learning, we are not
We take breaks, go on holidays, fall sick, don’t feel up to it some days. Machines don’t go through any of this, except for some planned / unplanned downtime. They keep learning all the time. All-The- Time. We, on the other hand, stagnate and saturate. So how are we supposed to keep up? At this point, there are still a few things that humans can do: imagine possibilities, be curious and learn with agility and purpose. Imagination, curiosity and learning agility are critically important for us to stay relevant.
"The first and simplest emotion which we discover in the human mind, is curiosity.” —Edmund Burke
Reality #3 Blue Collar, White Collar, Metal Collar
We inherited the terms blue collar and white collar from the industrial era. Now a third type of collar is getting added to the mix: Metal collar.
The Metal collar, the robotic workforce, can now take over large parts of blue and white-collar work. Does that mean that jobs will go away? The answer is yes and no. Yes, many jobs will go away but many more will be created.
What I am supremely confident about is our stellar ability to create more problems with these innovations. Humans have an impeccable track record with this. Looking back, it is not like the industrial era wiped away all our problems. We, in fact, created monstrous problems that are much larger than what we can solve as individuals– sustainability, income inequality, global warming etc.
In the future, successful people will be the ones who take learning in their own hands, build a tribe that cares about a cause and gain deep experiences in domains to be able to solve massive problems.
- Rajiv Jayaraman,
Founder & CEO, KNOLSKAPE
KNOLSKAPE certified with ISO 27001:2013 for Information Security Management System (ISMS)
KNOLSKAPE, a leading provider of Talent Transformation Solutions for the modern workplace, is proud to announce another milestone for the company. Continuing in their commitment to servicing the world’s largest corporates, KNOLSKAPE is proud to announce ISO 27001:2013 certification.
KNOLSKAPE is conducting a half-day experiential learning workshop, where participants will be introduced to "Change Quest", one of our award winning gamified simulations, focused on Influencing Skills.
During this workshop, you will get a chance to experience this immersive learning tool first hand, getting a feel for what simulations are all about, and how they are a powerful instrument to complement your learning journeys. That's not all! We expect to generate some thought starters for you on your own leadership styles and behaviors!
Clearing the Digital BLUR
Investing in the digital transformation of the organization has never been more pertinent. Post the workshop we will discuss and learn about the best practices that will help you take forward your digital transformation journey.
WHEN - Friday, February 2nd 2018
WHERE - Westin Pune, Koregaon Park
09:30 AM - Welcome & Introduction
10:30 AM - Experience the Simulation
12:30 PM - Clearing the Digital BLUR
01:30 PM - Lunch & Networking
Invite only workshop with limited seats.
Click here to reserve your experience seat.
If we were to go with a mathematical approach to explain business outcomes, the following formula can serve as a good anchor.
Learning and Development (L&D) teams in organizations play a crucial role in all the three pillars, viz. Strategy, Capability and Culture to achieve business outcomes.
They do so by:
- Driving clarity, alignment and purpose by cascading the strategy through various levels of the organization
- Building competencies that are aligned to the strategy of the organization for seamless execution
- Energizing the organization through strong leadership pipeline and culture
There are, however, some important transformations that the L&D teams have to go through in the context of modern workplaces.
Here are the Top 7 transformations:
1.Creation to Curation
L&D teams do not have monopoly over content anymore. Learners have direct access to great content at their finger tips.
Few years ago, when structured content was still hard to come by and access to good quality information was still a challenge, L&D teams played the role of content creators. But today, with the explosion of great quality online content from top-tier providers, that too mostly offered for free, the role of the L&D team has to change.
Content creation is not valuable anymore from an L&D team's perspective. In this age of abundance and I might add, clutter, curation becomes very crucial. Building the right context for learning is equally, if not more important, than content in today's scenario.
2. Compliance to Commitment
In most organizations, the ownership for learning rests with the L&D team. Learners feel that they are pushed to attend learning interventions and the results turn out to be sub-optimal. To truly become a learning organization, the organization should encourage individuals to take accountability of their own learning. The key role of the L&D team is then to promote learning, not through a compliance process, rather by creating a culture of learning and boosting individual and leadership commitment.
3. Building better learning systems to building better learners
Many L&D teams spend a lot of time building learning systems, mainly driven through learning management systems. Once the systems are in place, they work tirelessly to drive adoption of these systems. This approach needs to change. Instead of focusing on building monolithic systems, L&D teams should focus on building better learners. This happens when the L&D team uses principles of human centered design to truly understand the motivation of modern day learners and use that as the starting point. In short, the thinking has to move from provider centric approach to learner centric approach.
4. One size fits all to hyper-personalization
For the longest time, many functions within organizations have used the one-size-fits-all approach to drive standardization and scale. L&D teams are no exceptions. In today's business scenario, one size actually fits none. From one to many broadcast models, we are moving towards a "n=1" hyper-personalization model. This is akin to the way Google or Amazon curates the experience of their customers.
To meet with the fast changing needs of the business, learning has to be agile, dynamic and more importantly, intensely personal. What design thinking as a concept might mean to a marketing professional may not mean the same thing for an HR professional. Furthermore, the concept has to be calibrated from the learner's experience and prior understanding.
4. Single Channel to Omnichannel
Many L&D teams think of the classroom as the main place where learning happens. In reality, this is quite untrue. Bulk of the learning actually happens on the job. In fact, if you think about it, learning happens all the time and everywhere. L&D teams have to break the tyranny of space and time to offer learning options to learners anytime, anywhere in an omnichannel fashion.
5. From gut feel to learning analytics
There's a classic case study on Netflix and its approach to creating the mega hit show, "House of Cards". Netflix used big data analytics to figure out the winning recipe for the show. L&D teams can pull a leaf out of the Netflix strategy to come up with innovative approaches for designing new learning experiences. Learning and HR analytics can play a huge role in this process.
6. From "1E" to "5E"
Traditionally, L&D teams have been working with single minded focus on one E: Education. Educating employees has been the main charter over many years. Today, education is only a small part of the equation. We need to start looking at the 5Es: Education, Experience, Exposure, Enablement and Evidence.
7. Pedagogy to Neurogogy
The word pedagogy refers to the system of education used to teach kids. Today, this system is being unfortunately used to teach adults. There's no surprise that the engagement levels in learning interventions are pretty abysmal. Some organizations use principles laid out by andragogy (adult learning principles) to drive deeper learning. While andragogy is a huge step in the right direction, it still does not factor in the advancements in neuroscience when it comes to making learning effective. In short, we need to move rapidly from pedagogy to neurogogy.
Finally, there is an important transformation that the L&D team needs to go through: The transformation of becoming agile learners themselves. L&D teams need to learn the business content, technology drivers, advancements in neuroscience, data analytics and human centered design to create great learners within the organization.
In the context of the modern workplace, learning is right at the core. As Peter Senge aptly says, "The only sustainable competitive advantage is an organization's ability to learn faster than the competition." The L&D team is uniquely placed as a key source of competitive advantage for an organization.They can play this role by ensuring that the strategy, capability and the culture of the organization are all aligned to achieving great business outcomes.
KNOLSKAPE solutions now include an exclusive content library where top business practitioners share their experiences through short video films.
We are on the edge of change comparable to the rise of human life on Earth - Vernor Vinge The McKinsey Global Institute estimates that, compared to the Industrial Revolution of the late 18th and early 19th centuries, today’s technology-driven disruption of society is happening ten times faster and at 300 times the scale, translating to roughly 3000 times the impact.
This is fundamentally reshaping the world economy and the way businesses operate across the globe, something that hasn’t been the case over the last few decades, where the power of predictability could be leveraged for growth.
To keep pace with this accelerating disruption, leaders of tomorrow need to operate amidst rising uncertainties, agile challenges & social tensions. Download Full Insight Paper.
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