Digital learning is interactive, interdisciplinary, informal, inclusive, and integrated.
Learning, innovation, inclusion, and improvement will come from all of the workforces and become a solid knowledge builder. Learning at the organizational level is strategic and cross-disciplinary because it impacts the firm’s long term survival and thriving, and builds a unique business advantage.
The organizational “learning logic” is acquired through a learning process involving discourse within the context of an organization's learning culture: Learning cycles assume that learning is a process, so the corporation learning can be rationalized. In digital savvy organizations, the division between 'working' and 'learning' is replaced by combining and integrating 'working, thinking and learning’ at the operational level. Despite your well-intended objective, strategic and proactive efforts, be cognizant of the consequences, in particular, your own 'discouragement' of failures often resulting from inertia and lukewarm support especially from the top. Learning and development occur when it is encouraged and supported by Senior Management. In fact, the digital leaders need to be learning champions who demonstrate inquisitiveness, adaptability, consistency, and empathy to nurture a learning culture and steer change skillfully.
People want to grow, develop and learn, in fact, they want to change even though they don't realize it. Great leaders nourish learning by listening, asking questions, being inclusive, dealing with conflict and giving or receiving feedback effectively. They must enforce ”learn-unlearn-relearn” cycle & “learn-share-collaborate” culture, get the staff to be proactive in the changes an organization could possibly face, and build a learning organization effectively. So organizations can work toward a learning and knowledge ecosystem view that incorporates the virtual aspects of the knowledge system, informativeness, innovation, and intuitive behaviors.
The easiest gaps to identify for business transformation are those relating to learning and knowledge, but it takes planning and efforts to fill them: Digital transformation gaps may be defined as the difference between “the way things are” and “the way they should be.” Don't underestimate the learning gap. In fact, the business becomes more successful when the corresponding learning curve has reduced uncertainty to the point where learning gaps can be closed seamlessly to improve the organizational learning intelligence. In practice, customize an approach that addresses the unique development needs of people with real life situations rather than just "learning and development" constructs. Knowledge is shared instead of hoarding; it also involves those tasks which enable the transfer of learning from the backend to frontend employees and vice versa.
Digital learning has become more informal, interactive, and adaptive. The emergence of enterprise interactive platforms and collaboration tools provide new ways to learn, share and collaborate to achieve collaborative value and collective advantage. Try to create a subsystem that leverages experiences, understandings and meaning and develop the creative learning formulas. You need to not only assimilate the existing knowledge, but also to create new knowledge, more frequently replace the out of date knowledge in order to do things in a better way. Technically, effective and productive Information and Knowledge Management activities and scenarios should understand and manage complexity, know how to prioritize based on the business needs, communicate extensively, and focus on problem solving.
Value-based learning management needs to be measured via multi-faceted ROIs: Organizations rely so much on their people as assets or human capital, to reach their strategic goals and succeed in the long term. People focus on the learning opportunities offered by assignment, rather than on the status quo that goes with them. Often, the organization may not have the systems and structures in place prior to implementation to actually monitor and track training, learning and knowledge management. As the old saying goes, ”You can only manage what you measure.” It is the right time to start making the distinction between input (training) and output (learning), between an intervention (training) and process (learning). It’s also the right time to optimize learning and talent management with tangible ROI. Once you've defined those clearly in the context of your organization that should give you the critical factors you can measure progress on learning.
The values of ROL delivered in talent/learning management must be a subset of the organization’s own measure of creating strategic business value and performance results. Because a measurement system is a necessary foundation for continuous improvement. Metrics can help you get some objective perspectives on what you are trying to manage, but they need to be crafted and interpreted well. The business and talent managers need to ask themselves and others: How do you design metrics to measure learning and how these leanings are measured? What are the relevant metrics and how can they be quantified and validated? The organizational learning indicators perhaps include cross-disciplinary management issues such as: The learning organizational structure and process tuning, learning/training management, performance management, culture management, etc. Measure parameters which encourage learning mindset, form interdisciplinary teams, not teams of specialists. Notice and reward awesomeness. The metric needs to be “SMART,” so people can see what the outcome will look like throughout their learning journey. There should be a consideration for a balanced scorecard that measures the progress of the milestones you want to achieve during the learning scenario, and keeps people focused.
Digital learning is multidimensional, dynamic, interactive, interdisciplinary, informal, inclusive, and integrated. To create new requires not just one skill, but many, not just old experience, but new perspectives. We can define learning through the information it absorbs and the capability it builds. Building a learning organization is a strategic imperative to improve strategy management effectiveness and it is at best a collection of attributes which the management would like to see depending on the worldview about what a learning organization can be or could be. Collective learning rejuvenates the organizational culture, fosters innovation and improves strategy management effectiveness.
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