ELE brings leaders together across companies and industries to work through the messy stuff: decisions, risk, handoffs, execution drag, and what it takes to move from idea to action.

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GE HealthCare

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In this session, you’ll get the opportunity to explore the GE &amp; UL approaches using Lean and dynamic work to foster individual learning as part of organizational learning &amp; development.
<h6 class="font-weight-bold m-0">What we will explore together:</h6>
Lean thinking is a self-directed learning strategy that develops people's reasoning by incorporating self-reflection. Self-reflection is a diagnostic on to itself. Reflection is “practice.” The Lean part of this equation is also a focus on eliminating waste in the performance and execution of one’s skills that are deployed in the flow of work.

Learning organization is the capacity of an organization to reinvent its products/ services through the collective learning of its employees. They will acquire the personal learning mastery and along with the leaders, they have to identify learning opportunities, solve problems, share the solutions and make them accessible for reuse and product/ process improvements
<h6 class="font-weight-bold m-0">Discussion Points:</h6>
We explore and have a conversation on the following questions:

✅ How can we design the learning organization without additional technology investment and in a “scrappy or agile” way?

✅ What are the components of a learning organization that emphasize the Lean principles and behaviors?

✅ GE’s approach to integrating personal learning into organizational knowledge. A step-by-step process for comprehensive L&amp;D with a Lean mindset.

✅ UL’s approach to dynamic work design in coordination/ collaborative work hands-offs.

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Re-thinking Learning Organization | Applying Lean Principles

learning strategy

Strategy

Digital &amp; AI

newton.moore

transformation

performance improvement

agility

learning &amp; development

teresa.oliszewicz

learning experience platform

strategic alignment

alignment

Lean Six Sigma

strategy

platform strategy

high performance

rachad.el-badawi-el-najjar

insights-wise-2021

annotation

ELE Group, LLC

Dirk Tussing and Julian Malnak walk through the ELE platform, a website evolving into a Learning 4.0 Experience Platform, as a model of how to curate and share knowledge in a virtual community.

This discussion illustrates how ELE is using the “emergent” process through active experimentation.

<center><img src="https://www.learningexecutive.com/wp-content/uploads/2020/08/emergent-strategy-mintzberg.jpg" alt="&quot;" data-pagespeed-url-hash="3256666182" /></center><center></center><a href="https://www.learningexecutive.com/influencer/dirk-tussing/">Dirk Tussing</a> is available to give a similar walk-through tailored to your team's interest.

Walk-through ELE Platform Overview

dirk.tussing

Operations

communities of practice

collaborative learning

julian.malnak

future of learnnig

Shure Incorporated

Session Focus: The Reskilling Advantage: Why, When, and How
Case Study: How this process is “forcing” Shure to re-think the way we organize learning


We continued the conversation every other Monday (biweekly) due to an interest in L&amp;D during this pandemic and an overwhelming number of participants. With this 16th learning now focusing on forward-thinking strategies for retooling L&amp;D as we embrace the new normal. The first place to start is a new strategy that puts your workforce and continuous reskilling at the forefront of them.

How do you address weaknesses and position your L&amp;D as an opportunity for growth:
<ul>
 	<li>What are the top 2 business problems that your organization is grappling with today?</li>
 	<li>Who owns skills in your organization and why do they own them?</li>
 	<li>What business outcomes does your learning/skill strategy deliver?</li>
</ul>
Do you have the data you need to help make effective people decisions? Recent ATD data states nearly 52 percent of workers’ skill sets don’t match their companies’ markets, strategies, goals, or business models. That’s why two out of every three talent development leaders are looking for new solutions to transform their people’s skills and organizations. But more than shorter courses and new technology should be considered.

ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal. 
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

The Reskilling Advantage using an LXP | Retooling #14

digital

brian.watkins

charisse.kosova

operations

learning culture

Change Management

upskilling

culture

mike.kritzman

karen.gelb

power skills

Adding Value

Learning experience platforms (LXPs) enable personalized, social, online learning experiences for users by consolidating disparate learning resources into a single portal. AI has the potential to dramatically accelerate organizational learning by taking high quantities of high-quality data and making predictive decisions that connect learners to the right content in the right moments. Today, learning leaders are navigating countless and difficult choices to engage learners and provide learning in the flow of work. Through this session, we'll start by exploring through the eyes of the learner. Equipped with their perspective, you might be able to identify existing technologies and a shorter path to dramatically improve your learners' experience.

What we will explore together

Through this roundtable discussion, we will explore how:
<ul>
 	<li>Customer journey mapping and other techniques help us understand the learner's perspective and challenges</li>
 	<li>To identify opportunities to automate through existing resources – explore automating EVERYTHING by considering ANYTHING</li>
 	<li>Organizations are using LXPs to consolidate content while enabling personalized and social learning experiences</li>
 	<li>Learning leaders can leverage data from a variety of resources to drive informed decisions</li>
</ul>
ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

Learning Experience Platforms Roundtable Discussion

learning technology

kyle.swanson

learning experience

bonnie.hemingway

data driven leader

marty.rosenheck

insights-wise-2020

In The Second Machine Age, Andrew McAfee and Erik Brynjolfsson predicted some of the far-reaching effects of digital technologies on our lives and businesses. Now they’ve written a guide to help readers make the most of our collective future. Machine | Platform | Crowd outlines the opportunities and challenges inherent in the science fiction technologies that have come to life in recent years, like self-driving cars and 3D printers, online platforms for renting outfits and scheduling workouts, or crowd-sourced medical research and financial instruments.

Machine, Platform, Crowd: Harnessing Our Digital Future

chris.edwards

web.admin

teresa.henderson

Uber. Airbnb. Amazon. Apple. PayPal. All of these companies disrupted their markets when they launched. Today they are industry leaders. What’s the secret to their success?

These cutting-edge businesses are built on platforms: two-sided markets that are revolutionizing the way we do business. Written by three of the most sought-after experts on platform businesses, Platform Revolution is the first authoritative, fact-based book on platform models. Whether platforms are connecting sellers and buyers, hosts and visitors, or drivers with people who need a ride, Geoffrey G. Parker, Marshall W. Van Alstyne, and Sangeet Paul Choudary reveal the what, how, and why of this revolution and provide the first “owner’s manual” for creating a successful platform business.

Platform Revolution teaches newcomers how to start and run a successful platform business, explaining ways to identify prime markets and monetize networks. Addressing current business leaders, the authors reveal strategies behind some of today’s up-and-coming platforms, such as Tinder and SkillShare, and explain how traditional companies can adapt in a changing marketplace. The authors also cover essential issues concerning security, regulation, and consumer trust, while examining markets that may be ripe for a platform revolution, including healthcare, education, and energy.

Platform Revolution

future of work

Future of Work

The Business of Platforms is an invaluable, in-depth look at platform strategy and digital innovation. Cusumano, Gawer, and Yoffie address how a small number of companies have come to exert extraordinary influence over every dimension of our personal, professional, and political lives. They explain how these new entities differ from the powerful corporations of the past. They also question whether there are limits to the market dominance and expansion of these digital juggernauts. Finally, they discuss the role governments should play in rethinking data privacy laws, antitrust, and other regulations that could reign in abuses from these powerful businesses.

The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power

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