Agile Learning Strategies for Disruptive Market Conditions - November, 2017 - NIIT
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Agile Learning Strategies for Disruptive Market Conditions November, 2017
Agenda
Understanding Disruptive Ecosystem
Disruption
Organic v/s
Need for Learning Inorganic
Way Ahead
Emerging
Trends
2
Understandin
g Disruption
The transformation of
business models and value
networks by technology or
business innovation
Or
Something More?
3
Netflix video streaming consumes 37% of downstream
internet bandwidth during primetime hours in the USA — far
ahead of YouTube, Amazon and Facebook.
1. Technology
Digital Matrix in 2. Personalization
Action
3. Nexus of Human & Machines
4
Technology
Disruptive
Eco System
Demographics
Globalisation
5
Technology
Empowered Customers
Digital ecosystem
Multipolar World
Demographics Behavioral Revolution
Globalisation
Redefined Marketplace
6What Happens in Vegas,
Doesn’t Stay in Vegas !
7“By 2020, more than a third
of the core skill sets of most
occupations will be
comprised of skills that are
not yet considered crucial to
the job today”
New Rules:
Careers go in every direction
Employees decide what to learn
Half life of skills decreasing
Jobs are redesigned to use more essential human skills, augmented by
technology
8Learning in a Disruptive Environment
L & D has typically focused
on Inorganic learning.
A disruptive business
environment needs Organic
Learning.
Characteristic Business HR
Creating structural enablers like
Employees learn by self and Ambidextrous Organisation
Organic Serve as learning
peers without formal training
Learning champions
interventions Incentivize facilitators of peer
learning
Business Leaders act
Inorganic Employees learn through Innovative training methods
SMEs and partner with
Learning training programs and delivery
HR
9The banking system
has created a niche for
itself. Adoption of new
1 Enabling
3 ICICI Bank believes in
“building” talent by
identifying those with
and innovative methods
carries the key to Organic “potential” and
providing them with
expansion of business
and its future Growth opportunities to acquire
necessary knowledge
development and skills.
2
This poses a challenges on the human resources front where the
banking organizations are vying for skilled bankers.
NUMBA Sales Management IFBI PGDBO Programme
Programme
10Robust Analytics
Deeper insights for learner
Multi platform Automation
Ease of Access Customized self
learning
Innovations in Learning
11Enabling Change
Washington Post found, roughly 25% of New Year resolutions fall apart
within the first two weeks. And even when it comes to our work — where
money’s on the line — “70% of [management-led] transformation efforts
fail.”
Traditional Economics: We are Behavioral Economics: Takes issue
rational agents, well informed with with this view and suggests that we
stable preferences, self-controlled, are characterized by fallible
self-interested, and optimizing judgment, driven by social desires
Learning is essentially creation of new habits
Using Nudges to mold behavior
Choice Architecture
12Transformation of Learning
Where can organizations start from?
Recognize that employee-learners are in the driver’s seat
Switching from a content-centric “push” approach to a
learner-centric “pull” approach
Shift from crafting a training program to creating a
learning experience
Use technology as a facilitator
Adopt a learning architecture that supports continuous
learning
13Thank You 14
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