Global Learning Trends

This document covers three global trends in learning:

1. Working in Web 2.0 / Informal Learning

2. Building Leadership Brand Plans

3. Companies shifting from Regional to Global Organization for learning


1. Working in Web 2.0 / Informal Learning

Even before the name was provided to learning alternatives outside the classroom, many companies have been using informal learning.

• Booz Allen uses learning communities to connect people with similar needs. They also have been using coaching, mentoring, peer to peer as well as social networking with internal face books and instant messaging for several years.

• Satyam in India uses instant messaging, action learning, coaching, mentoring, web television and web radio along with on the job training to maximize informal learning.

• Zurich Financial Group is blending fun with learning by allowing employees to submit funny videos / skits showcasing outstanding customer service. They also make extensive use of web conferencing.

• At IBM, new leaders are introduced to a learning buddy, virtually. The buddy is responsible for assisting with acclimation to the company.

• Booz Allen and Satyam have used the learning buddy process extensively as well.

• A company called Enspire (enspire.com) has created a simulation that allow multiple players from anywhere in the world to simultaneously participate and share information. Effectively designed and implemented simulations have the potential to be truly transformational learning experiences. They are developing custom simulations that allow people to learn together on their own time, at their own pace in a fun and informative way.

Resources:

• Informal Learning: Rediscovering the Natural Pathways That Inspire Innovation and Performance by Jay Cross

• 33 Million People in the Room: How to Create, Influence, and Run a Successful Business with Social Networking by Juliette Powell

• Measuring Informal Learning by Tom Kelly

2. Companies shifting from Regional to Global Organization for learning

There has been a surge of multi-national companies deciding to globalize their learning and development. Where they were divided into regions with learning leaders reporting directly to those regional business heads, they are not transforming to a global team.

Regional learning leaders continue to align to regional leaders however their ability to work is isolation is removed. Global learning groups have alignment to regions, business areas and learning services. In most cased shared services are being centralized to support all parts of the organization.

Companies on this path:

• HSBC
• Zurich Financial Group

3. Building Leadership Brand Plans

Most organizations need this and few have it. A leadership brand plan identifies the unique attributes of each leader then compiles the results to create an enterprise brand. For example, GE is known more for producing great leaders than for producing great light bulbs. Why is this important? When you go to purchase a light bulb, you are more likely to purchase from the company that produces great leaders than one you know nothing about.

Additional companies with leadership brand plans:

Outstanding Technology Leaders
Audi, Cisco, Google

Globally Savvy Leaders
McKinsey & Company, American Express, Booz Allen Hamilton

Leaders High on Innovation
3M, Apple, Lego



CLO Magazine: In Conclusion

Published September 2008

Develop a Winning Leadership Brand

by Ed Cohen and Arunav Sinha

In the “surplus society” that existed just a few years ago, corporations depended on celebrity leaders who acted as brand ambassadors. These corporations leveraged the dynamic persona of one or a few individuals who provided the “face” of the company. Their presence, strengths, whims, fancies and peculiarities shaped and symbolized these organizations.

Today, our complicated, globalized knowledge economy is not able to sustain celebrity-leader models. Organizations must make the shift to having the strength of their leadership as their strategic differentiator. Learning leaders can contribute directly to this by helping their organizations create a leadership learning strategy that positions the leadership brand for absolute success.

There are several examples of leadership brands that exist: Audi, Cisco and Google are known for building outstanding technology leaders. American Express, McKinsey and Satyam are known for building globally savvy business leaders. Apple, 3M and Lego are known for developing leaders who are high on innovation. Regardless of their leadership brand strategy, each of these organizations relies on learning to execute that strategy.

Once you have consensus that the organization wants to have a leadership brand, deciding on the right brand is the critical first step. Learning leaders should bring together leaders from across the organization to answer the question, “What do we want to be known for?” Start by seeing what, if anything, the leadership already is known for — it is easier to enhance a brand than to build from scratch. Unless your organization is reinventing itself, building on something that exists rather than establishing a fresh leadership brand always is preferred.

Armed with this powerful knowledge, the right learning strategy should:

• Strategically align the leadership brand plan with desired, not current, organizational positioning.

• Assess the gap between current and desired perception of leaders.

• Achieve a common leadership mindset that strives to balance the needs of all stakeholders including associates, investors, customers and society.

• Create a predisposition to leadership that is business-neutral by developing leadership skills and behaviors that are transportable and transferable.

• Establish a learning framework mapped to the desired leadership theme(s).

• Have a thought model through which the organization can find its unique slant, thus encouraging leaders to have diverse opinions and viewpoints.

Here is a winning approach to implement a leadership brand learning strategy:

• Utilize “leaders as teachers” and “customers as teachers.”

• Build solid competencies across three key dimensions: business, technical and people.

• Focus on ideation, creativity and innovative thinking skills.

• Cultivate solid executive presence, excellent speaking skills and media savvy among all leaders.

• Create an organization of brand ambassadors.

• Apply the 30-70 rule. Thought leadership comes 30 percent from organizational content and 70 percent from individual professional expertise.

• Extensively collaborate with your organization’s marketing, human resources and knowledge management functions.

• More than starting at the top, start with the top.

There are obvious benefits to having hundreds if not thousands of brand ambassadors rather than one or two. A specific leadership brand results in increased attraction and retention of strong leaders and sustainability amid change.

However, building a leadership brand is easier said than done. If there is too much of a gap between perception of leadership and the reality, the brand will cave in. Learning significantly enhances the potential for success of the leadership brand when they consciously and continuously collaborate with enablers including top leadership, human resources, knowledge management and marketing to measure and reduce dissonance, thus ensuring a match between leadership brand and reality of leadership