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December 2, 2019 - Comments Off on Overcoming the Achilles Heel of Learning Delivery – Mastering Live Virtual Sessions

Overcoming the Achilles Heel of Learning Delivery – Mastering Live Virtual Sessions

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AUTHOR

We live in the epoch of anytime-anywhere learning. Learners seek to be in control of their own learning making eLearning courses very popular among the masses. However, this is not always the most motivating way to learn as it requires a lot of determination and discipline from learners. Amidst rigid deadlines and high volumes of work, learning in this format can often take a backseat. Which is why organizations prefer to continue with classroom-based instructor-led learning to create an environment that allows learning to take place effectively.

Unfortunately, while each format of learning has its fair share of benefits, quite often, learners tend to focus on the disadvantages. Attempting to combat these challenges has led organizations to invest significantly in live virtual sessions – instructor-led sessions that take place over a digital platform, such as a conferencing tool, bridging the gap of physical distance. However, this new format of learning comes with its own set of challenges that can often gravely impact the learning experience and outcome.

To help organizations combat these challenges and effectively master the best of both worlds, master facilitator Anand Thangaraj of KNOLSKAPE delivered a webinar on 23rd October 2019 which unraveled the myths of live virtual learning and talked about some of the best practices to enable stellar learning experience.

What follows is the summary of the webinar, which covers areas such as:

  • An insight into the virtual learning environment
  • Identifying and addressing challenges in the virtual learning environment
  • Preparing a roadmap to facilitating in the digital world 

Understanding the Virtual Learning Environment:

According to the Association of Training and Development (ATD), 66.7% of organizations use virtual classrooms for learning. While this is a significant number, an important consideration is how effective these virtual classrooms really are.

An advantage of virtual classrooms is that they allow learners from all over the world to connect. Therefore, cultural nuances become paramount considerations. Culturally, facilitation can happen with a variety of nuances – high context, low context, questions for engagement, avid appreciation for participation, etc. Therefore, an asynchronous facilitator or a producer comes in handy to synthesize the discussion and derive insights for reflection.

To understand the virtual learning environment better, let’s look at three categories they fall into:

  1. Content Delivery Tools – Webinar platforms such as Zoho and Zoom, and eLearning platforms such as Coursera and LinkedIn Learning
  2. Communication Tools – Meeting based tools such as Cisco Tandberg meant only for video conferencing to make meetings more effective. These are meant only for communication. Using these tools for content delivery present several challenges such as engagement.
  3. Process Tools – These exist to help teams manage the virtual learning environment

Top Challenges in Virtual Learning

Virtual learning is technology driven. Therefore, it brings with it a plethora of technology and connectivity challenges – Internet connectivity, tool malfunctioning, bandwidth issues are just some of the things that can hamper the learning experience on a virtual platform, causing bigger implications such as time management and learning disruptions and clarity. These are facts that are known. However, let us address some of the equally important but lesser considered areas when deploying learning in a virtual environment:

  1. The Digital Body Language:

This is perhaps the most commonly overlooked element of learning and facilitating in a virtual environment.

In any kind of presentation, facilitation included, verbal communication, tone and non-verbal communication are often stressed on. In a physical classroom, it is easy to exhibit these elements of communication for impactful outcomes. After all, 55% of the impact on any communication comes from non-verbal cues, which are easy to exhibit and assimilate when talking face to face.

However, impactful communication in the virtual world is more difficult because non-verbal cues such as eye contact, scanning, moving and gestures cannot be exhibited, unless the video option is used. In this case, the tone of voice, pauses and speed of speech become the most important elements of effective communication.

This is where the voice scorecard comes in handy. Creating impact depends on how facilitators mold their voices:

  • To ensure that learners understand the instructions provided, facilitators must ensure that their verbal cues are systematic, tone loud and speed slow with appropriate pauses so that learners have the time to absorb the instructions.
  • If seeking to garner excitement and a sense of urgency in learners, facilitators must ensure that their tone is loud, and their speed of talking is fast. High energy delivery is pertinent.
  • Emotion is best elicited through slow and soft tone and speed.
  • Discussions and activities are best conducted through fast speed and soft tones.

This scorecard is helpful not just in a virtual learning environment, but for meetings, discussions, reviews and presentations as well. It need not even be only on the virtual platform.

Tip for facilitators: Keep this scorecard handy with you for all communication and start building the techniques required to elicit appropriate impact just through the tone and speed of your voice.

The perfect role models to help you master this skill are Radio Jockeys, who have made their careers primarily on this ability to mold their voice tones and speeds to elicit appropriate responses from their listeners.

   2. Engaging learners continuously:

The roadmap for facilitators, be it in the physical classroom or in the digital world, begins here…

This image represents the different techniques you can use to engage your learners, based on the outcome of the engagement:

  • The engaging technique can be used when asking thought-provoking questions
  • The involving technique can be used in activities that allow learners to engage in and lead discussions, insights, experiences and even introductions
  • The informing technique can be used when imparting knowledge or delivering presentations
  • The planning technique can be use when identifying and synthesizing ideas through a brainstorming activity

3. The Halo Effect:

In any virtual session, engagement starts to dip every 90 minutes. Therefore, virtual sessions must always be short to remain impactful. A full say learning workshop in a virtual environment is extremely unproductive.

The ‘Halo Effect’, refers to the tendency for an impression created in one area to influence opinion in another area. Typically, first impressions created can color subsequent judgement. Therefore, ensuring that a virtual session is short and engaging is extremely important. You want your learners to have a positive visceral reaction – a good feeling in the gut. This takes place when learners are able to connect with the facilitator. Therefore, it is important for facilitators to be able to form a rapport and a connect with the learners – be it cognitive, conversational or emotional. These are called compelling triggers.

Every group of learners is heterogenous, in terms of their expectations, their learning styles, their takeaways, and even the triggers that compel them to feel a connect. It is important for facilitators to recognize which triggers are compelling to their learners and ensure that these triggers are exhibited:

  • Activities and insights that propel learners into action are cognitive triggers
  • Logical presentation of research and data is a rational trigger
  • Microstories or experience sharing is an emotional trigger

In conclusion:

It is important to remember that in a virtual learning environment, the success or failure of the learning session doesn’t completely depend on technology. Technology is merely an enabler of learning. The success of a virtual learning environment depends on the ‘Rules of Engagement’:

  • The rules of engagement work on the principle of ‘What does success look like’ – it has to be psychological agreement between the facilitator and the learners.
  • Encouraging participation, discouraging the use of smart devices and appreciating learners who participate are good ways to keep the engagement levels high.
  • To encourage passive learners, facilitators may choose to call out names and encourage specific participants to engage. There are tools, named attention index, that tell you whether an individual is on the virtual session screen or kept it open while working on other tasks or simply moved away from the device altogether.
  • Tips for engaging learners in the virtual learning environment:

TipsTake this quiz to recap everything you have learnt through this webinar summary / recording.

Access the webinar recording and the slide deck used during the webinar here.

Drop us a note (marketing@knolskape.com) if you’re interested in knowing more.

 

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  • November 5, 2019 - Comments Off on Busting the myths around Agile

    Busting the myths around Agile

    Banner_Agile

    Author bio

    With the advent of unprecedented digitization, the world today is spiraling into a volatile, uncertain, complex and ambiguous (VUCA) environment. Organizations are increasingly looking at a way to not just survive but thrive in this fast-paced, ever-changing environment. In this hour of need, several organizations are turning towards Agile. While Agile is the buzzword in the market today, it is a concept that is often misunderstood. Is Agile a methodology? Does it work in a non-software context? And so on.

    As the buzz around Agile grows, so do the questions about it. When these questions are not answered adequately, several myths have cropped up around it. These myths can either prevent organizations from adopting an Agile way of working or make them choose it for the wrong reasons. Both scenarios are undesirable because they result in organizations not leveraging the full power of the agile way of working.

    In this blog, we bust the three common myths associated with Agile. This would hopefully help organizations make informed decisions and adopt the agile way of working in the right manner.

    Myth 1: Agile is a METHODOLOGY

    This is possibly the most common misconception about Agile. Organizations and people tend to be confused that agile is a methodology that needs to be adopted and executed. Some people also think of agile as just doing iterations, retrospect meeting, daily standups, etc. So, what is it really then? Agile is a MINDSET - a way of thinking or philosophy. Mindset is one of the most important elements and something that is actually missing in the agile manifesto. Before we go any further, let’s first look at the agile manifesto.

    4 values of Agile:

    12 Principles of the Agile Manifesto:

    As you can see, the Agile Manifesto is all about 4 values and 12 principles. It does not mention anything about methodology. Perhaps, it is the misinterpretation of the manifesto over years that has led people to believe that Agile is simply about implementing a set of rules or practices. However, Agile is more about a set of principles to guide you in the decisions you take. Agile is principle-driven (mindset) and not rules-driven (methodology).

    According to Wikipedia, “Agile software development is a set of principles for software development in which requirements and solutions evolve through collaboration between self-organizing and cross-functional teams. Agile itself has never defined any specific methods to achieve this, but many have grown up as a result and have been recognized as being 'Agile'.” Words like Scrum, Kanban, XP, etc., that you must have often heard of are actually methodologies based on the agile values and principles.

    Being agile, on the other hand, is a way of thinking primarily focused on the customer. Therefore, to deliver what the customer demands, in real-time, teams must focus on collaboration, continuous improvement and commitment to quality, focus on people and delivering value, empowerment and self-organization.

    In other words, successful agile transformation starts with changing how we think—specifically, in my opinion, how we think about priorities and failure. Priorities become linear and organized instead of reacting based on what is broken. Failure is no longer looked upon as something to be feared; instead, we embrace failure as a learning experience.

    Successful agile transformation requires an organization to be prepared to undergo a meaningful shift in both methodology and mindset. It’s not just changing what you do, it’s changing how you think. Once you make this shift in perspective and fully embrace it, you derive a higher chance of reaping the rewards of agile.

    Myth 2: Agile works only for the TECH teams

    Probably the number one question we get asked in the Agile context, is this - “isn’t Agile for software development only?” After all, the Agile Manifesto was born in the world of technology by a group of developers wanting to write software better, and to simplify and find commonality in the software development life cycle. But, why do you think the agile principles don’t work in any other context (non-tech)? Probably, not just because of Agile’s origin in the software domain, it could also be because of words like “software” and “development” that are seen very often in the same. Let’s just pull out the agile manifesto again and have a glance at the 12 Principles of agile. Though the word “software” is seen a few times, just try and replace it with another like a ‘product or project’, and you can see that it will still make sense.

    Agile has come a long way since its inception back in 2001. Though it was initially meant to aid software development, it has evolved with time and a lot of non-tech teams and industries have begun adopting agile significantly. Any project with a high degree of uniqueness, unpredictable environment, higher potential of change, continuation and complexity, and shorter feedback cycles is well suited for agile. Agile works for any team - software or business. It is important though to implement Agile thinking and build Agile mindset at an enterprise level, for the goal to be met.

    Agile, these days, is used for all forms of product development, from physical products to cloud-based software-as-a-service. But beyond product development (both hardware and software), agile principles are now being applied successfully in a wide range of industries like marketing, legal, human resources, communications, manufacturing, healthcare and financial services:

    Though it took a while to catch on, Agile has found significant success among non-technology teams and industries and has seen major adoption and is only starting to spread its wings to various other streams.

    Myth 3: Agile means just action and NO DOCUMENTATION.

    The highlighted area in the above image is one of the primary reasons for this misconception, resulting from a misunderstanding of one of the values in the ‘Agile Manifesto’: ‘Working software over comprehensive documentation’    

    However, this doesn’t mean documentation has no place in an agile approach. Now, as you can see there is no indication that agile means no documentation or that documentation is not needed, it is just that the focus should be on delivering a working product instead of investing major time in creating detailed documentation that may reduce the probability of success in delivering a working product.

    Therefore, we need to step back and understand the true essence of the agile manifesto -  ‘While there is value in the items on the right (working software/product), we value the items on the left (documentation) more’. A better way of looking at this is that Agile doesn’t do documentation for documentation’s sake. There cannot be any excuse for abandoning documentation in an agile approach, documentation is just as important in agile projects, though it is often more focused and value driven. Therefore, Agile does not support little or no documentation—Agile advocates the “right” documentation, just ‘enough’ that is required for a project, at the right time.

    The level of documentation needs to be appropriate to the project you are working on and the level of maturity of the team. For example, think about the minimum viable information that needs to be captured, with whom it needs to be shared, how to document it in a collaborative way, and how that documentation might help you continuously improve. “Right” documentation also helps to save time and cost during the project development process.

    Documenting key decisions and rationale also helps teams from repeating mistakes. The key to documentation is that it needs to be created when truly needed and contain details that will be used going forward. Ideal way to go about this would be to set a process to centralize and share all the documents that have information about the product and the overall project. This repository would also ensure that nothing is lost if team members are swapped or leave in the middle of the project, thus ensuring smooth functioning.

    What other “facts” have you heard about that need to be addressed? Think about it this way, if it isn’t making sense to you or if implementing something is creating more chaos than helping you, chances are that you are either doing it wrong or you have understood it incorrectly. While the Agile Manifesto has stood the test of time, it cannot give us direct answers to everything. It is there to guide us on our journey to being agile. So, while you take a copy of the manifesto and pin it near your workstation, also take a minute to really understand what the values and principles are, and how they apply to you, your team and your work.

    To make things easier, talk to us at KNOLSKAPE. We’ve got an awesome new simulation that is a surefire way to help you start your journey towards Agile.

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  • October 14, 2019 - Comments Off on Developing Growth Mindset – A Personal Leadership Principle

    Developing Growth Mindset – A Personal Leadership Principle

    Growth mindset

    Sourabha Jayanna

    In a decade’s experience, I have had the opportunity to work with many inspiring leaders. My key learning from them has centred around the ability to drive results. While there are many skills we can attribute results to, the key to success in most scenarios have been:

    • perseverance,
    • forward thinking, and
    • never give up attitude.

    The reason that this has stood out for me is because the resultant outcome of these behaviors has always been unimaginable business growth, be it high revenues, major client acquisitions, or creating avenues in new markets and segments. A leader who is always thinking four steps ahead, perseveres towards the goal and has a never give up attitude is someone who I have always seen succeed, not because they are more qualified or more intelligent than anyone else. Rather, it is because they take on every opportunity they find and make the most of it. Such individuals are rarely discouraged by failure. Rather than seeing themselves as failing in a situation, they see themselves learning, and then applying this learning to improve the outcome. In other words, these leaders have had an attitude that is geared towards growth

    As goes the saying - Ones attitude determines their altitude. While it is a saying as old as time, it has never been truer than in the current scenario of agile working that attitude is most important. Your response to challenges, difficult tasks and conflict situations within the workplace can define your true ability to adapt in an agile environment. As children, we are naturally predisposed to handle challenges head-on, take risks and be curious. As we grow, we place barriers around ourselves based on what we deem achievable and doable. Refocusing our attention onto our child-like ability to believe in endless possibilities is all it takes to develop this attitude and mindset of growth, according to Stanford psychologist, Carol Dweck.

    One simple scenario could be how a salesperson responds to losing a deal. An approach to understand the reasons for failure, communicate and embrace the failure and using that as an opportunity to improve a skill will help the person grow better in the career. On the other hand, ignoring the signs will lead him nowhere in winning a similar deal again.

    Developing growth mindset behavior, not only improves one’s ability to manage their personal growth, but also influence others around and transform oneself as a leader. Let’s look at some of the growth mindset behaviors in the workplace that can change one’s growth trajectory -

    - The ability to learn drives one towards challenges tasks
    - The ability to achieve mastery in one’s work
    - The ability to see the positive side of criticism or feedback
    - The ability to learn from the success/failure of others
    - The ability to understand the big picture and drive towards the greater good
    - The ability to set new processes and drive results
    - The ability to be an agile learner and constantly update their skills
    - The ability to set demanding goals for oneself

    While this is an ideal state of being, it is not possible for a person to constantly be in growth mode. However, it is important to understand that reason behind this attitude, as well as the pitfalls of it. A growth mindset has a proven track record for success in the age of agile. Therefore, positioning one’s orientation naturally to a mindset of growth is pertinent to their growth and success. Therefore, the first step is believing that one can constantly improve and acquire new skills to be better for the future. With this belief firmly engrained in the mind, an individual is more likely to stay motivated and put in the effort required towards developing a new mindset.

    To put this into perspective, Dweck also famously quoted, “We like to think of our champions and idols as superheroes who were born different from us. We don’t like to think of them as relatively ordinary people who made themselves extraordinary.” By removing ourselves from those better than us, richer than, more famous than us, or more seemingly accomplished than us, we like to believe that they possess in themselves something that is elusive to us. It is true that these people have something we don’t, but it doesn’t mean that we cannot develop it. Developing a growth mindset isn’t rocket science. It simply requires constant effort.

    Let’s look at some areas where working with growth mindset can help –

    • Continuous Learning to drive Innovation
      • Be agile and learn new skills. Believe in the purpose/objective and be aligned to work for the same. Be open to communicating your ideas. This improves ones’ resilience to failure and builds confidence to move forward. Understand the power of “not yet!” - you are not there yet, but you will be if you work hard. Retain the focus on the objective and understand one’s strengths and weakness to better manage oneself. That is the mantra to drive new initiatives, make progress and grow ones’ abilities.
    • Developing Leadership Skills
      • Leading by example is the way for one adopting growth mindset. Owning ones’ attitude is also important to be on the growth trajectory. There is no need to shy away from your attitude for the sake of blending with others. It is important to take up risks in front of others to drive the message of growth to others. At times, these risks might fail, then it is also important to admit the one can be imperfect and use it as a path to learning. Stretch yourself to achieve more and sometimes work out of comfort zone. This will not only build your skills but also team and others in the organization would be able to identify you as someone who is growth-focused.
    • Helping Others
      • As quoted by Sheri Dew “Having influence is not about elevating self, but about lifting others”. Positivity spreads through people. It is important for one to find opportunities to influence others at every touchpoint. Help teams set stretched goals which include them to learn and experiment. Bring in mindset change in people on the purpose of receiving continuous feedback. Also, do receive feedback with the same purpose. Build supportive relationships across the workplace to encourage new ideas and use it as a platform to support and coach others for success.
    • Developing a growth mindset environment
      • It is important to drive a growth mindset in an organization to be constantly relevant to the industry. It brings in the purpose and sense of alignment towards organization goal and how one can contribute. Allowing the team to try new ideas with an environment which embraces failure, and recognize the effort, can have a long way in building the culture of learning and growth.

    To summarize, focus on improving the skills of self and others to drive success. This will not only change one for the better, but also people around create a better working environment. Nobody knows what the future of work will look like, better to be prepared with the ability of continuous learning. Developing growth mindset will only help one be cognitively aware of the situations and be responsible for the unforeseen challenges.

     

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  • September 24, 2019 - Comments Off on 21st Century Learning: The effects of IR4.0, globalization, the changing workforce and shorter shelf life of knowledge

    21st Century Learning: The effects of IR4.0, globalization, the changing workforce and shorter shelf life of knowledge

    Learning and development

    author - Shantini

    Learning is the lifelong process of transforming information and experience into knowledge, skills, behaviors, and attitudes. Learning in the 21st century comprises skills, technologies and insights that leading-edge academicians and organizations are using to create learning systems that are better suited to the emerging challenges. This is done through the practice Instructional Design - systematically designing, developing and delivering instructional products and experiences, both digital and physical, in a consistent and reliable fashion towards an efficient, effective, appealing, engaging and inspiring acquisition of knowledge.

    At its inception, Instructional Design was dominated by the views of behavioral psychologists, B.F. Skinner, whose stimulus-response operant conditioning theories gave us the famous drill and practice routine – the idea that knowledge and skill are acquired through repetitive practice. Today, there’s discovery that learning occurs most effectively when courses or programs are carefully designed around the key tasks and skills needed to perform the job.

    Recently, there seems to be new buzzwords such as e-learning, byte size learning, gamification, digitized simulations, etc. Having been in the corporate learning and development space for quite some time, I was bewildered with the new buzzwords and decided to immerse myself in recent developments and emerging trends in the learning and development area. Hence, in March 2019, I attended a Learning & Development Conference in Kuala Lumpur with an interesting title - Big L&D Summit 2019 - Emerging Trends in Learning & Development: Are You Ready to Up Your Game!

    The two-day event was an insightful session with the exchange of knowledge and experiences by various speakers. At the end of the two day conference, I discovered that there is a “new world of work”  emerging in the 21st century disrupting the corporate learning paradigm. It’s turning old instructional, episodic and live training models upside down, as technology, financial, people and competitive pressures drive change to achieve 21stcentury corporate success, growth and sustainability.

    During the session, a speaker from Frost & Sullivan Asia Pacific shared very interesting insights, talking about the 4th Industrial Revolution (IR4.0):

    1. IR4.0 is leading to Mega Trends and transforming the way businesses operate. Mega Trends are transformative, global forces that define the future world with their far-reaching impact on business, societies, economies, cultures and personal lives, e.g. robots have entered our homes for personal use, mobile financial transactions are now in crypto-currencies, self-driving cars, etc.
    2. IR4.0 is enabling connectivity that allows for the convergence of industries, products & functions. This convergence is likely to drive unconventional players to contest for new markets. For example, cars plus unmanned technology leads to the development of autonomous cars.
    3. Every company will become a technology company, as most companies will use mobile applications, data and analytics, IoT, cyber security, cryptocurrency and blockchain, cloud computing, etc. The banking sector, for example, is moving towards branchless banking and uses more than one technology i.e. mobile applications, cybersecurity, data and analytics and others.

    These megatrends, coupled with globalization, the changing workforce, and a shorter shelf life of knowledge, reveals that “one-size-fits-all” content is no longer relevant where instructional design is concerned. Just as businesses are personalizing their products and services for clients and consumers, so should instructional design methods innovate to meet the changing needs for the new business landscape.

    Learning and development is expected to play a critical role in enabling to build the future-ready organization. How could learning and development play this role?

    Again, from the perspective of the speaker from Frost & Sullivan Asia Pacific, the first step would be for learning & development to align with the maturity and vision of organizations. As such, instructional design needs to align learning priorities with the changing business landscape.

    Secondly, learning & development will need to have an outside-in view with a holistic approach. Outside-in perspectives will enable the identification of new skills, new leadership capabilities and new competencies required based on the changing business environment.

    Thirdly, the pace of enablement will be essential for Learning & Development. Learning & development would need to change and be more agile to keep up with the changing pace.

    Finally, digital will be a catalyst in enabling learning & development to achieve desired outcomes. Digital learning solutions and platforms could be deployed as per the examples below:

    • Bite-sized learning solutions delivered through a range of accessible technologies.
    • Mobile learning solutions
    • Virtual and live simulations of real-life experiences using online game methodologies.
    • Gamification built into online learning methodologies aligned to demographic styles.
    • Using social media to assess and predict personality types and learning styles.

    Implementation of training is expected to see the greatest change in non-classroom delivery, including computer-based, web-based, distance learning, self-study and other blended forms of learning. These delivery methods would allow trainers to reach employees where they work, rather than having them removed from their work environment. Trainers would no longer simply stand in front and lecture groups of learners. Instead they facilitate discussions, role plays, case studies, games, simulations and other innovative ways to get learners to open their minds and practice new skills in ways that can be readily assimilated and applied.

    In short, 21st-century learning should recognize the effects of IR4.0, globalization, the changing workforce and the shorter shelf life of knowledge. It needs to address the specific skills needed for the 21st century and focus on individual needs based on the changing business landscape. As the pace of change is accelerating due to IR4.0, 21st century learning should incorporate the use of cutting-edge technology which enables more flexibility in learning.

     I’m imagining that in the future, there would be an instructional design expert system, powered by artificial intelligence. This would enable an instructional designer to feed the design specifications into it and automatically generate learning materials and activities that can be applied immediately.  Employees also may be able to order their own custom training on any subject of their preference, delivered instantly through accessible technology platforms without the intervention of human hands.

    Is this going to happen in the 21st century? I think it’s already happening. As with the changes in various business landscapes, learning and development is not spared and would need to innovate to meet the new challenges of IR4.0.

    References

    Building L&D Leaders in the Digital Era. Frost & Sullivan

    Bottom-Line Training, Donald J. Ford

     

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  • September 17, 2019 - Comments Off on Running for Resilience

    Running for Resilience

    BLOG COVER - Dr Williams

    William Thomas

    I have had a lot of good days in life, but there was one day where I was on top of the world. Literally.
    Finishing the 2016 North Pole Marathon was a dream come true, but more than being just a single race, it also represented the end of my journey to complete The Marathon Grand Slam (a marathon on all 7 continents and at the North Pole). From the time I set that goal until I achieved it was just over six years, and the lessons about resilience that I learned along the way taught me a lot about pushing past obstacles and recovering from setbacks. My book about that goal, CROSS THE LINES, devotes a chapter to “26.2 lessons I learned running marathons,” and there are some that really stand out when it comes to dealing with change and overcoming obstacles. It’s a good reminder that there are many things you learn in your personal life that can help you in your professional life.

    1. Set specific goals

    I only started running at age 42 with the idea that “I want to be in better shape.” While that sounds like a good goal, in reality it’s hard to measure. How do you know when you’re in “better shape?” When you lose a kilo? Or maybe 5? Or how about if your resting heart rate is a little lower… but how much is enough? There’s not really a definition of “better shape,” so it’s hard to know when you achieve it, and it’s equally hard to come up with a plan for doing so.

    Saying “I want to be able to run a marathon” and later, “I want to complete The Marathon Grand Slam,” gave me clear and measurable goals that led me to make changes in my exercise, nutrition, and sleeping habits so I could achieve them.

    When you set goals for yourself, you need to give yourself a clear Finish Line if you want to make sure you keep moving forward. Without a defined goal ahead of you, obstacles can be very discouraging. The lack of clear milestones along the way makes it hard for people to recognize how to change course and get around a challenge, leaving you more likely to give up.

    Pro Tip: If you want to be resilient while working towards a goal, you first need to know what that goal is.

    2. A goal is essential, but accountability makes it happen

    Once you have set a goal, it's still easy to get distracted or frustrated, especially if you’re leading a busy life. What got me to follow through on my plan was telling people I had signed up for a marathon; once word got out, I would have looked bad if I quit. I did the same thing when I set the Grand Slam goal. Finding people whom you do not want to disappoint, whether friends or family, can keep you from disappointing yourself, and I have been lucky to have a group of friends whose opinion really matters.

    When you set business goals, don’t keep them a secret. Make sure everyone in your organization knows what your strategic goals are and understands how they contribute to them.

    Pro Tip: Consider sharing your personal KPIs with your peers; failing to meet them could make you look pretty bad, so knowing that others are watching can encourage you to make whatever effort is needed to hit your metrics.

    3. You do not control everything, so focus on what you CAN control

    When we arrived at the North Pole for the North Pole Marathon in 2016, we expected to be there for about 36 hours. Mother Nature had other ideas, though, and a crack in the ice cut across not only the marathon route but also the runway. As a result, we ended up being there for four days. There was nothing I could do about it, so while the camp staff focused on building a new runway, I focused on acclimating to the running conditions. Coming from Southeast Asia, I'd had no opportunity to run on snow and ice since the Antarctic Ice Marathon 18 months earlier, so I used this opportunity to put on my running gear and take advantage of the extra practice time.

    Pro Tip: We all have a finite amount of available time, so spending that time on things you cannot control wastes the opportunity to affect those things that you can. Focusing on things you cannot control stops your forward progress, while doing what you can allows you to move somewhat farther ahead. By advancing even a little bit, you may open up some opportunities that did not exist before, opportunities that could help you get around your problem and keep moving toward your goal. If nothing else, you can reduce your stress level but cutting back on worrying about things, and instead doing something constructive.

    4. Change is a marathon, not a sprint, so pace yourself

    At the end of February 2009 I flew from my home in Washington DC to run the Standard Chartered Hong Kong Marathon. The temperatures in Washington, where I had been training all winter, were often down to freezing when I went out in the morning, but on race day Hong Kong’s temperature was in the 20s. Midway through the race I started seeing some symptoms of dehydration, but I kept pushing myself. I finished the race, but made the mistake of lying down soon afterwards, and before I knew it my muscles had all frozen up and I was being taken to the medical tent in a wheelchair. The lesson from that experience was that there are times to go fast and times to slow down, and you need to pay attention to what your body is telling you.

    Similarly, when you initiate a major change in your organization, you may be tempted to push through it quickly and get it over with, so you can get to “the new normal” as soon as possible. Try to resist that temptation. If you have been doing things the same way for a long time, your employees need to adapt to changes over time rather than trying to accomplish everything at once. If you go too fast you create a lot of uncertainty about what’s important and what’s not, and your team will often slow down while they try to figure out what’s happening.

    Pro Tip: Try to plan major changes in stages, and make sure everyone knows what those stages are, so you reduce the shock of change and instead make it more predictable and easier to adapt to.

    5. Going alone is easier in a group

    Distance running can easily be one of the loneliest sports, but even when people run races individually, they can connect with others from whom they can learn. When I started running with a club in Singapore a few years ago I realized I would push myself faster with them than when I was training alone. From the other runners I learned more about pacing, hydration, nutrition, and ways to overcome challenges in different climates. These days I still see other members of the small Grand Slam community at races around the world, and the camaraderie and support from those relationships pushes me to be better.

    You can learn a lot at work from both your internal and external relationships. When you share ideas and information with others at work, especially with people from other functions and business units, it’s easier to see opportunities and identify emerging problems than if you were limited to your own perspective. Your external networks help you learn about market changes, and learn about best practices from other industries that could be adapted to yours. Whether it’s as simple as having a broad LinkedIn network, or more active like participating in chamber of commerce sessions, you can boost your resilience by being part of a group.

    Final Thoughts

    When it comes to learning and development, we often embrace the 70-20-10 idea, where 10% of learning comes from classes, 20% comes from mentoring and coaching, and 70% comes on the job. Expand your definition of "on the job" to include the things you do in your personal life, and you will be amazed at how many more valuable lessons you can learn. My running experiences have helped me be more resilient as I have undertaken dramatic career changes in the last decade. From my own experience, I encourage you to ask yourself: what are you doing in your personal life that could help you professionally?

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  • August 14, 2019 - Comments Off on The most in-demand skills: The ability to unlearn and relearn at a rapid pace

    The most in-demand skills: The ability to unlearn and relearn at a rapid pace

    The most in-demand skill: the ability to unlearn and relearn at a rapid pace

    The most in-demand skills: the ability to unlearn and relearn at a rapid pace.

    A ‘growth mindset’ thrives on challenge and sees failure as an opportunity to grow

    On 11 June, 2016, a customer service agent named Steven Weinstein was on call at the Las
    Vegas headquarters of Amazon-owned online shoe retailer Zappos. Two and a half hours into the conversation with a customer, Weinstein took his first, and only, break to go to the
    bathroom. As the session progressed, he was provided with food and water by a colleague.
    Although it was a routine call with someone who needed help with ordering some items,
    Weinstein stayed on and continued to chat with the customer. The call lasted a whopping 10 hours and 43 minutes. At the end of the conversation, Weinstein reflected that the
    connection was amazing, and although he hadn’t spoken to the customer before, it felt he had known her for years. Weinstein broke the record for the longest customer service call, previously held by Shaea Labus, another Zappos employee (9 hours and 37 minutes).

    Why does Zappos encouraged such outrageously long telephone conversations between their agents and customers?

    Tony Hsieh, the chief executive officer of Zappos, was clear from the beginning that customer service, and not selling shoes and apparel, would be the company’s main product. Call center employees at Zappos are trained to build relationships with customers and not make a sale. Unlike typical centers focused on improving operational efficiencies, Zappos executives are allowed long calls, even during busy hours. In fact, if longwinded calls happen during busy times, it was the responsibility of the center-in-charge to assign more people to calls than discourage such lengthy conversations. Small wonder then, “providing above and beyond-WOW-service, while helping customers with their shopping

    If the industrial era was anchored around working for compliance, the digital age calls for
    encouraging both creativity and productivity among employees. This means that where
    leaders who once provide direction and discourage risk-taking, they are now required to
    encourage autonomy and a “fail-fast” work environment.

    The industrial age valued knowledge and knowhow, whereas the digital era places a premium on learning agility (an ability to unlearn and relearn at a rapid pace, thereby staying relevant and productive at work). Employees are required to work with what Stanford psychologist Carol Dweck calls a growth mindset: “People believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment.”

    The four pillars of agility

    For many, agility is synonymous with speed and quick decision-making. However, when looked at as a new way of working, agility can be unlocked by focusing on four connecting pillars: customer-centricity; a continuous learning approach; the ability to drive change by focusing at both the “now” and the “next”; and an adaptive leadership style that fits the situation at hand.

    Let’s unpack each characteristic in detail.

    Customer centricity:

    Truly agile work begins with keeping the customer at the center of every decision made by employees in an organization. Like Zappos, customer-first organizations encourage and reward employees when they sincerely work towards building strong customer relationships. The result is a win-win for both the firm as well as the client.

    Continuous learning:

    In a fast-changing business environment, where upstarts can disrupt entire
    industries in a matter of months, a college degree does not guarantee high performance. In
    such a scenario, what one learns on campus may prove to be rapidly passe at work. A growth mindset, which is an inherent belief that one’s basic abilities can be developed through dedication and hard work, helps develop interest for learning among executives. This can be the difference between staying relevant or falling out of favor with peers as well as leaders.

    Driving change:

    Uber is managing the “now” by strategically expanding its fleet size and is soon
    likely to introduce driverless cars. The firm is also preparing for the “next” by experimenting with flying taxis that enable shared air transportation. If the pilots are successful, and Uber successfully launches aerial ride-sharing, it will in a way disrupt its existing business model. Such self-disruption calls for courage and visionary thinking that helps drive real change.

    Adaptive leadership:

    An agile approach to work calls for an adaptive style of leadership. This requires being able to flex one’s leadership style depending on the context and current needs of the stakeholders. It also means being comfortable with doing away with grand strategic plans and instead working flexibly towards achieving the vision of the organization. An organizational culture that encourages such agile ways of working stands to reap the rewards of the digital era, which is characterized by rapid change and an opportunity for exponential growth.

     

    rajiv jayaramn transprent logoAbout the Author

    Rajiv Jayaraman Founder-CEO, KNOLSKAPE ; Author: Clearing the Digital BLUR, TEDx speaker, Chief People Officer, Talent Transformation.

     

    Subramaniam Kalapathi Round LogoAbout the Author

    Subramanian Kalapathi, Former Senior Director at KNOLSKAPE and Author of The Millennials: Exploring The World Of The Largest Living Generation

     

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  • July 9, 2019 - No Comments!

    DESIGN THINKING SERIES || Part 4 of 4: Thinking Design Thinking – Ideation & Deployment

    Design thinking stat

    George Panakal

    In this series till now, we’ve looked at some myths around design thinking, took a closer look at how Design Thinking comes up with innovative solutions for day-to-day problems, and began to flesh out the process of design thinking, beginning with defining the challenge (at the end of the ‘Discover’ stage).  We now come to the fun part of design thinking, where the rubber hits the road. So, strap yourselves in for the last mile of this rabbit hole 😊

    I say fun part, since this is what most of us enjoy – overcoming a challenge. And that is exactly what we do in the ‘Ideate’ and ‘Deploy’ stages. However, we need to note that the success of these two stages depends heavily on the discovery phase, else we stand the risk of creating a solution that is irrelevant.

    To quickly summarize what we do in the ‘Discover’ phase:

    • Observe the consumers or users of the product or solution, to see how they interact with it
    • Empathize with consumers by mapping their pain and gain areas
    • Pinpoint their challenges by defining a problem we’d like to solve for them.

    In short, we diverge, while exploring, the root causes of a challenge and converge to define what problem/s we will solve. We’re now primed for ideation.

    Ideate

    The ideate phase comprises three activities:

    Design Thinking Blog-4

    What we seek at the end of this stage is a solution or idea that addresses the needs of the users, that is validated by the users. This is a necessary phase since we can ascertain that the solution will be adopted before we g all-out and implement it.

    Brainstorming: This is where it begins. We pick up from the challenge definition and as a team, brainstorm on the possible or impossible solutions to the challenge. This is when we will diverge again in terms of ideas. There are a few ground-rules, though:

    1. Articulate a challenge statement. Prioritize the challenges in the order of importance and the perspectives to consider while coming up with a solution.
    2. Have a diverse group. A diverse group not only ensures that ideas cover multiple angles, it can also enable us to club similar ideas to arrive at very clever solutions.
    3. Allow incubation. Introduce the challenge to the team and allow them a couple of days before the ideation session. This helps the brain connect dots in the background.
    4. Do not validate ideas. The purpose of ideation is to generate a volume of ideas that can further be processed to arrive at the right fit to the challenge.
    5. Build on ideas. Do not hesitate to take up from one person’s idea and build on it. You could also look at tweaking existing solutions to suit the brief. Cluster similar ideas to arrive at solutions that offer the most promise.
    6. Be visual. Being visual will enable people to appreciate ideas better. It compensates for any gaps in articulation and enables everyone to ‘see’ the big picture.

    My first job was that of a Marketing Consultant for Mitsubishi Motors. We were launching the Mitsubishi Lancer in India in 1998, and I was responsible for a state. The challenge was to convey the hi-tech capabilities and features of the Lancer to a customer at a time when the state of the art dial-up modems could reach a blazing speed of about 56 kbps! So, somebody had an idea: Why don’t we take the experience to the customer on a laptop? A typical laptop at that time was priced at about $3,000, but Mitsubishi (India) did not shoot the idea down and built on it to create a stellar experience. That was a huge success (at least in my territory where we dominated the segment for 2 years) with the buyers to experience the technology in a car, outside the car, enabled by technology!

    Prototyping is the next stage in ideation. The purpose of this stage is to create mock-ups of the ideas that one may ‘touch and feel’. This allows a user or a user persona to experience the solution and iron out minor inconveniences.

    The common misconception of prototyping is that it is expensive. Far from it. Think of frugal and innovative ways to bring your ideas to life. Like drawing up what each screen may look like for an app, or a poster that communicates the benefits of a policy change. This stage will also allow you to predict some early execution challenges for the designed solution.

    Testing is the final stage of the Ideate phase. This is where the solutions are validated on their DFV parameters. DFV here stands for:

    • Desirability: Is the solution something that the users/consumers/customers want?
    • Feasibility: Is the solution going to be practical to build and deploy?
    • Viability: Is the solution sustainable?

    There are also other metrics that we may create to validate the solution based on the challenge. These will be unique to the specific solutions and will look at solving sub-challenges identified in the discover stage. In this stage, we converge for the second time in the design thinking process to identify the idea/s that will make it to the final phase.

    Deploy

    Deployment is the phase where the draft solution becomes an actionable. This is the final phase of the design thinking journey and can be broadly divided into ‘Socializing’, ‘Piloting’, and ‘Integration’.

    Socializing is the part where we gain buy-in for the idea and get people on board. A key skill to possess here is the ability to tell stories. And the reason why storytelling is important is that people think in terms of stories more than numbers. Some of the greatest ideas were brought to life with stories. Take for example how Steve Jobs introduced the Macbook Air, with his “there’s something in the air’ talk at Macworld San Francisco in 2008.

    Piloting is the stage where the solution is introduced to a ‘pre-determined’ group to gain real world feedback and reviews. This is the stage when the solution leaves our hands, so we need to be extra careful that the solution is spot-on and that the early users are properly identified. Even tech giants have fumbled at this stage. Take for example, the Sony Walkman. It was initially given out to a test group of journalists who were disappointed that it did not have the recording ability that ‘Pressman’ had. But like any great innovation, probably its time was yet to come, and when it started getting noticed by music buffs, it spread like wildfire and became the cult icon of the 1980s and went on to revolutionize portable music players.

    Integration is the final stage of the design thinking process and it seeks to incorporate the new design into the business model of the organization. Looking at markets and customer segments that will drive growth, identifying secondary markets that will sustain growth, creating a supply-chain or delivery model that goes together with the product and organizational aspirations are all part of this phase.

    Now that we have understood the design thinking process, our next post in this series will introduce you to our Design Thinking Simulation, and how you can learn, apply, and master the design thinking process in just a day! We created it using the design thinking methodology, and our pilot groups were raving about it before its release. So, stay tuned!

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  • June 25, 2019 - No Comments!

    DESIGN THINKING SERIES || Part 3 of 4: Thinking Design Thinking: Stage 1 – Discover

    BLOG Banner 1200x400

    George Panakal

    This piece is Part 3 of a 4-Part series on Design Thinking. In Part 1, we introduced you to the concept of Design Thinking and busted some myths which surround it. In Part 2, we took a closer look at why Design Thinking is a good tool to have in your kit as a professional. In Part 3, we will look at the design thinking process in detail.

    First off, design thinking has been around since 1969, when Herbert A Simon published “The Sciences of the Artificial”. The book made designers look at problems and solutions from the eyes of a consumer, and the idea gained momentum in the 1990s with the founding of the legendary design firm IDEO, followed by the Hasso Plattner Institute of Design at Stanford in 2004. Though principally similar, over the years their design principles have created cults – each practitioner swearing by his or her choice.

    Irrespective of the school of thought you lean towards, the crux of design thinking is in answering three simple questions:

    1. Will people use it happily?
    2. Can we build it without much trouble?
    3. Will it be sustainable?

    Though simple, the responses to these questions are crucial to the process of design thinking, which has three distinct stages:

    Design thinking stages
    In this post, we shall dig deeper into the ‘Discover’ phase and seek ways to sharpen skills that will enable us to take a step closer to being better design thinkers.

    STAGE 1 - DISCOVER

    Arguably, the most important stage in the design thinking process is discovery. In this stage, we seek to:

    • observe the customers/users
    • empathise with their experiences, and
    • define the problem statement which we will seek to solve using the design thinking methodology.

    Easier said than done. Let’s delve a little deeper to understand what is required here.

    Observe

    Observation, in this context, seeks to uncover the ways in which a user experiences your product or service. Observation also helps you understand the expectations of the customers. There are multiple ways to gather information in the digital age, but none of them beats analysis of the real user experience. This is because a person’s ‘real’ reaction could be clouded by the ‘moment’. For example, if you were to ask someone if they are a football fan, they might say ‘yes’ if a local team has won a championship. This response is despite their lack of interested in the game otherwise. Or, you could also have an instance where a die-hard fanatic of the game claims they do not like it, if their team, usually considered a strong contender, got knocked off in the early stages of a championship. In either case, analysing real behaviours give you better insights than depending on reactions.

    Another factor to consider is the consistency of the behaviour. Our dog, Dopey, wasn’t a fussy eater at all. Once, when we were visiting a friend, Dopey sampled a “super premium canine food brand” and he lapped it up in a blink. On our way back, we bought the biggest sack of the product. Back home, Dopey did not even finish a quarter of what he usually does. After a week of futile attempts, we had to give it away. Maybe Dopey was famished the day he sampled it, or was in some sort of canine peer pressure, I’ll never know. But what I learnt that day was that unless a behaviour repeats itself in different circumstances, I shouldn’t generalize 😊

    Empathize

    Empathizing is the ability to imagine yourself to be the customer and ‘see what they see, hear what they hear, and feel what they feel’. It is the ability to describe the agony and the ecstasy of the solution you seek to deliver.

    One of the most difficult job roles I have consulted for is a life insurance claims agent. The agent regularly meets people who are grieving and in despair. They do not always come in with all the right documentation. However, there is a certain amount of minimum due diligence required for you to accept (let alone process) a claim. How do you build empathy into a system without wiggle room?

    We invited the team for a session at a managed facility. Before lunch, we asked the facility managers to clamp a few vehicles, come into the workshop, and announce the vehicle registration numbers. The ‘offenders’ were asked to produce, in addition to the usual ‘license and registration’, documents like the original sales invoice copy, proof of last lease instalment, invoice from the last service, and so on. Needless to say, there was absolute chaos, with people insisting how irrational and absurd the documentation requirements were. And once we reassured them that this was a charade, they had to reflect on the experience and describe how they felt. They were then asked, “So, how do you think the next of kin feels, when they come in and you put this list of documentation in front of them?” The silence was deafening! Empathy.

    Define

    Here’s when you put two and two together to arrive at the problem statement or need statement. In my opinion, this convergence is the first milestone in design thinking. If the problem or need is not articulated well, the solution will be far from ideal.

    In an earlier organization I used to work for, flexi-timing was an idea that was gaining a lot of support. We created an internal committee, mostly comprising HR and Administration staff (this was pre-design-thinking days for us). The output was a seven-page list of guidelines on what flexi-timing means, how someone may opt for it, seek approvals, and the other usual stuff. With every question raised, the document was updated, till it became a 12-page document at the end of a fortnight. It created more confusion than clarity, and the whole idea was scrapped as a result.

    The point here is that your solution is only as good as your problem definition. Which in turn, is only as good as your observation and empathising outcomes. A similar activity conducted five years down the line (post-design thinking) resulted in a telecommuting policy. This policy was able to address all the problems identified during the ‘flexi-timing’ phase and solved many other issues proactively.

    In the next post, we will explore the rabbit hole a bit further and demystify the Ideation and Deployment phases.

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  • June 11, 2019 - Comments Off on Arresting the GIC Talent Challenge

    Arresting the GIC Talent Challenge

    GICs

    AUTHOR

    AVBC Enterprise is a large organization based in Texas, USA. Which industry it is in doesn’t matter – you decide. What you need to know about this organization is that they once felt that they were paying too much money to get operational, backend support functions done. They realized that they could cut their operational costs significantly by outsourcing this job to India, where labor was abundant and costs low.

    In the subsequent years, AVBC was able to cut down their operational costs by over 30%.

    Sound familiar?

    It should. For the better part of the 1990s and 2000s, many large enterprises across the globe did this – outsource operations to countries with cheaper labor. If it wasn’t India, it was Indonesia, the Philippines, Turkey, Poland… you get the picture!

    This is where the story usually ends. What is rarely talked about, however, is what followed. After the initial years of cost saving, AVBC spending more money on its GIC, and it wasn’t because their workforce was growing, or output was increasing. The problem seemed plain and simple – operational costs were rising.

    Upon further inspection, however, a new reality came to light. It wasn’t just that the cost of infrastructure or vendor payments were increasing. The challenges ran much deeper, and they continue to fester. In essence, ABVC Enterprise is a representation of most GIC organizations - undergoing massive volatility, much greater than most industries. The bend in the road that they are at leads them to one of two extreme outcomes:

    1. Become a part of the parent enterprise by aligning and adapting to the business strategy, or
    2. Dissolve entirely because it has become a liability to the parent organization.

    How did it come to this for GICs? Let’s take a step back.

    The lay of the land

    Global In-house Centres (GICs) or Captives emerged as a way for organizations to cut costs. Digitalization, however, has given every business a global presence and market. This means that every part of business, including the GICs can contribute significantly and beyond just being a shared, back-end operational service.

    To support themselves in the new business landscape, many multinational corporations are seeking to restructure their business models to integrate GICs in more expansive ways. In doing so, GICs are being challenged to rapidly alter their own way of functioning to move up the value chain - transitioning from being pure play cost centers to becoming centers of excellence delivering innovation, quality, and strategic value.

    The changes happening in the business landscape require GICs to undergo the following shifts:

    Global inhouse centerSource: http://peepalconsulting.com/wp-content/uploads/2018/06/GIC-Report-2018.pdf

    Not all GICs, however, have managed to achieve this shift. In fact, GICs are currently at various levels of the maturity curve.

    Global Inhouse center innovation

    Illustration: Based on the Captives Maturity Model

    Level 1: Resource Centre Provide a cost advantage by executing a targeted business process
    Level 2: Quality Centre Function as subject matter experts, and improve quality and scalability through process standardization and optimization
    Level 3: Innovation Centre Act as strategic entities that drive innovation and accelerate the parent company’s foray into new and digital-enabled products and services
    Level 4: Market Expansion Centre Help parent company expand into emerging markets, by conceptualizing and executing products and services relevant to consumers in the local market and ultimately at a global level.
    Level 5: Global Delivery Centre Align with the parent company, and its strategy and style of working.

    The Ground Reality

    Most GICs, unfortunately, stagnate at level 2, as low-cost centers offering high-quality processes.

    Cost centers to value centers
    This is because they find it difficult to move to the next stage of maturity where they are required to act as strategic entities driving innovation and accelerating the parent company’s foray into new and digital-enabled products and services. Part of the problem, according to Cognizant Perspectives lies in:

    1. Productivity and operational cost pressures.
      1. Challenge: Optimizing operational and productivity models, resulting in high cost due to poor governance, lack of automation, reliance on legacy infrastructure and an unscalable business model.
      2. Need: Evolve applications, platforms and infrastructure to contain costs, streamline operations and allow for growth aligned with enterprise goals.
    1. Slow digital adoption.
      1. Challenge: Adapting to market dynamics and changing business priorities, and demonstrating sustainable value to the enterprise
      2. Need: Accelerate evolution toward digital, transition into an innovation hub and revenue center, and develop a relevant value proposition.
    1. Difficulty acquiring and retaining top digital talent.
      1. Challenge: Developing and retaining employees with the necessary digital skills, domain expertise and leadership qualities due to poor career advancement opportunities and high employee attrition can be high.
      2. Need: Develop a sustainable way to shift the talent pool from legacy to digital, from operation-focused to innovation-oriented, and from functional experts to business experts.

    This is an important consideration because, while several GICs have succeeded in delivering significant cost savings, increasing operating costs are making it harder for even the most successful GICs to generate incremental value moving ahead. Therefore, it has become imperative for GICs to reinvent themselves to stay relevant and add demonstrable, sustainable value to their parent organizations. The way to add value is by maturing beyond being just resource or quality centres.

    The Silver Lining

    The ideal state for GICs to be operating at right now involves them:

    1. acting as global centers of excellence,
    2. providing standardized, scalable and economic solutions,
    3. enabling regional/local innovation, and
    4. ultimately driving market expansion opportunities for the parent organization.

    This requires developing a value proposition that is relevant to the changing marketplace dynamics in which the parent organization operates.

    Achieving this requires overcoming a larger problem – TALENT READINESS. While the goal and mandate for GICs is chalked out well, GICs continue to face a significant lack of the right talent with capabilities to execute and deliver on these innovations and enhance maturity of GICs and their workforce. Peepal Consulting’s 2018 GIC Report outlined 6 key CxO priorities for GIC Talent Development:

    1. Business Accountability - Be an owner of key enterprise priorities, including market sensing and customer-facing core functions, with clear influence of profitability.
    2. Becoming a world-class talent hub with deep domain expertise, exporting talent to the rest of the enterprise.
    3. Being digital ready, starting with a digital-first mindset for the adoption and implementation of digital technologies
    4. Becoming the analytics center of excellence that generates sustainable competitive advantage for the enterprise in functions owned by GICs.
    5. Sustained cost excellence - Continue to be center of efficiency by being at the vanguard of productivity enhancement (automation, AI, cognitive).
    6. Agile and collaborative working for high value creation.

    In our own conversations with GIC companies, we commonly hear about 8 key talent capability challenges.

    Talent problems
    Download PDF of GIC Talent Capability Challenges

    The reality remains this – for GIC’s to make the shift from being cost centres to value centres, they need to invest in reskilling or upskilling initiatives for their workforce. Unfortunately, market research by the Everest Group shows that only 33% of GICs are already implementing reskilling/upskilling initiatives while another 33% plan to implement such initiatives in the next 12 months. Unfortunately, a whopping 34% of GIC organizations have no foreseeable plans of investing in employee development.

    Without a clear workforce development strategy and plan for attracting and retaining top talent, existing GICs will struggle to move to the next level on the maturity curve.

    As a result, GICs could forfeit their:

    1. cost advantage
    2. opportunity to become innovators
    3. connection to business objectives

    GICs are uniquely positioned to play a larger role for the parents organization, potentially accelerating the growth and transformation of the parent enterprise. But getting there requires a holistic approach, a concerted effort and a shift in mindset.

    As businesses evaluate their GIC investment and determine next steps, focusing on developing a comprehensive people strategy – from attracting, hiring, developing to retaining talent - is essential for GICs to succeed.

    GICs that attract and retain relevant talent are those that:

    1. Have a clear sense of purpose
    2. Possess a dynamic culture
    3. Provide access to cutting edge tech
    4. Encourage innovation

    This is not just true of the GIC work culture, but also in their learning culture. The GIC workforce, much like other industries employs a sizable millennial cohort. Therefore, while investing in talent development programs is a must for GICs to succeed, it is far more crucial to ensure that the right talent development challenges are addressed and in the right way.

    The right approach to developing the modern learner is in ensuring that the learning initiatives are:

    1. Immersive
    2. Experiential
    3. Fun
    4. Engaging
    5. Hyper-personalized

    In achieving this, GICs can ensure that learning is impactful, knowledge and skill are retentive and behavioral change is sustained and business is positively impacted.

    To help you arrest your talent challenge, KNOLSKAPE GIC Insights 2019 highlight the solutions that our GIC clients leverage to solve their talent development challenges.

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