What is very, very clear in our conversations,
and in the work we're doing with people is that
with the half-life of skills declining as they have
from sort of 30 years to five years,
the role of the corporate as an educator
has changed, and education needs to become continuous
and part of the workflow.
In that environment,
learning has to become something that I do naturally.
It has to become something which
is part of what I do every day.
There is an obligation on me to learn continuously,
on me to learn through my entire adulthood,
There's an obligation on business enterprises
to set the tone through leadership on this
and to provide some of the infrastructure
to make this happen.
This is a profound shift,
too much of what we see across our client base
is traditional learning and development activity,
which takes place at the end of a learning cycle,
or takes place off campus,
or takes place on a project,
or on a study tour.
At the most simple and basic level,
if know-how is more important,
relative to know-what,
we need to find new ways of recognizing
a more rapid acquisition of a broader range of skills.
Institutions are going to need
to change their credentialing models.
Microcredentials are critical for reinforcing learning.
Learning is no longer an episodic event
that occurs off premises at an event,
which is more like edutainment,
or as an afterthought from the
annual performance review process.
It's actually something which is built into the workflow.
My supervisor, if I'm a frontline employee,
becomes my learning coach.
Learning is a reflective and experiential activity
that happens on a daily basis.
How can I make that happen?
Because we know to go from knowledge to skills
to new behavior, requires habituation.
Well the good news is most corporations have a
series of daily, weekly, monthly, quarterly, semiannually,
annual rhythms or routines.
These corporate rhythms and routines can become
the backbone of short-cycle learning inside an enterprise.
Combine the fact that it's done with peers,
combine the fact that there's need to do it,
because I get judged on my performance at work,
you have a perfect environment for creating a set
of learning outcomes which can take knowledge
through to skill, through to habituated behavior,
which drives the productivity of the individual,
which drives better customer outcomes,
and of course, gives the enterprise a return
on the investment that it's making in that
individual, that team, or that group of people.