{"id":323,"date":"2020-02-12T09:46:53","date_gmt":"2020-02-12T09:46:53","guid":{"rendered":"https:\/\/thompsonsimon.com\/?p=323"},"modified":"2020-02-12T09:46:53","modified_gmt":"2020-02-12T09:46:53","slug":"lessons-from-learning-the-post","status":"publish","type":"post","link":"https:\/\/blog.thompsonsimon.com\/index.php\/2020\/02\/12\/lessons-from-learning-the-post\/","title":{"rendered":"Lessons from Learning – the post"},"content":{"rendered":"\n

In 2019, I was thrilled to be invited to present my talk Lessons in Learning to the IntraTeam conference in Copenhagen. This is a summary of the majority of the talk, where I argued that intranet professionals need to pay more attention to learning and development.<\/em><\/p>\n\n\n\n

This talk originates a year before at IntraTeam Event 2018, as I found myself asking why almost no-one was talking about the connection between intranets and learning. The project I’d been working on, the Barclays Global Curriculum, had earned an Intranet Innovation Award in 2015, but I didn’t see people building upon that. The same month, I’d been to the Learning Technologies exhibition in London which felt like a world where intranets didn’t exist.<\/p>\n\n\n\n

You have new mandatory training…<\/h2>\n\n\n\n

For some people, compulsory training is their only experience of the Learning Management System\u2026 and quite possibly their only exposure to learning and development. Yet, and I\u2019m guilty of this, all too often the link to the LMS is tucked away into a remote corner of the intranet. <\/p>\n\n\n\n

The more I looked at things, the more it became clear that we need to look beyond learning as purely about developing people and skills, but as something to drive change and develop the collaboration that will define the digital workplace. <\/p>\n\n\n\n

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And we need to make sure the intranet is core to the business, its people, the digital workplace, continuous change, the learning it has to do.<\/p>\n\n\n\n

So, why learning? <\/h2>\n\n\n\n
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I particularly like Satya Nadella\u2019s characterisation of the turnaround at Microsoft as moving from a \u201cknow it all culture\u201d to a \u201clearn it all culture\u201d.<\/p>\n\n\n\n

It isn\u2019t enough for businesses to become faster, cheaper, or more efficient. John Hagel at the Deloitte Center for the Edge argues \u201clarge organizations need to shift from providing scalable efficiency to providing scalable learning.\u201d<\/p>\n\n\n\n

And it\u2019s about skills too. Kelly Palmer, the Chief Learning Officer at Degreed, says most CEOs think that they will need to re-skill a quarter of their workforce to be \u201cfuture ready\u201d. <\/p>\n\n\n\n

For me, these are about building a culture where staff development goes beyond box ticking, so that employees are informed, engaged, and have the skills to help the organisation sense and adjust<\/strong> to changes in the world. <\/p>\n\n\n\n

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These are the kind of skills regarded as important in the 2018 Future of Jobs Report<\/a> from the World Economic Forum: <\/p>\n\n\n\n