AchieveGlobal's blog

Sticking to Strategy

By Sharon Daniels

This is the final post of a series based on a discussion I had with Scott Robbin, a Senior Content Associate from Argyle Executive Forum, on the link between learning initiatives and overall organizational strategy.

In the wake of economic shrinkage, every penny spent within the organization must be rationalized. As I noted in a recent interview, for the learning organization, that means learning too must be linked directly to organizational strategy. By making this link, learning actually begins to drive business results and emerges as a key part of the organization’s success.

But why is strategy so all-important?

There’s a great article on Harvard Business Online, which does a terrific job of differentiating a corporation’s strategy from its mission, vision, and its value network. In that article, Michael Watkins defines strategy as:

• A set of guiding principles that generates a desired pattern of decision-making.
• A roadmap that helps people in the organization make decisions and allocate resources in order to accomplish key objectives.

And what’s at stake if the link between learning and organizational strategy is not made?

In the past, learning and development may have been a function that was thought to be the first cut made in rough times and the last to be added to when times got better. But when learning is tied directly to strategy and results, it brings obvious value to the business. In fact, the results of our Learning in Difficult Times survey suggest that if companies cut learning initiatives to cut costs, they risk the following negative consequences:

• higher employee turnover
• lower revenues
• less motivated employees
• decreased productivity, and
• sinking morale.

On a brighter note, companies that do tie learning to strategy are improving by:

• strengthening their overall survival strategy
• positioning the organization of both short- and long-term success
• ensuring greater success at reaching customer needs and organizational goals

This thinking makes sense in all economic climates – when times are good and when they’re bad. Strategy is like the spine of the learning organization. For this reason, strategy links directly to the vigor and health of that organization and is truly the secret to learning success.

Sharon Daniels is CEO of AchieveGlobal in Tampa, Florida

A New Friend in Learning

By Sharon Daniels

This is the third post in a series based on a discussion I had with Scott Robbin, a Senior Content Associate from Argyle Executive Forum, on the link between learning initiatives and overall organizational strategy.

How do you make use of social media? Do you share photos with family on networking sites? Or perhaps catch up with recent events through video-sharing sites?

Whether or not you write a blog or tweet about what you had for breakfast, the truth is that more than ever, social media is a part of the everyday reality of our lives, as reflected in these numbers:

• Facebook has over 640 million active users worldwide
• Twitter has 175 million registered users
• LinkedIn has over 100 million professionals using the platform
• There are more than 2 billion video views on YouTube every 24 hours

So it’s no surprise that organizations want to see this new reality reflected in learning initiative design.

In my industry, we realize a great deal of learning comes from informal experiences. It’s the conversation that takes place in the break room or at the water cooler that can make a difference to how a person thinks about doing his or her job. For learners, social networking platforms can serve this same purpose: giving people a more informal environment to convene and discuss strategies that are effective in the workplace.

Another development that seems to go hand in hand with the influence of social media is the increasing desire for content that’s customizable. Last week, I discussed how the use of technology has changed the way we all learn. And it has certainly changed the way we access information and communicate. These advancements mean that learning content can be developed with specific customers and even specific functions in mind.

That’s great news! The trends toward more social and more customizable learning technologies undoubtedly will make learning more relevant (and more impactful) on all levels.

Sharon Daniels is CEO of AchieveGlobal in Tampa, Florida

Taking Advantage of Tech

By Sharon Daniels

This is the second post in a series based on a discussion I had with Scott Robbin, a Senior Content Associate from Argyle Executive Forum, on the link between learning initiatives and overall organizational strategy.

Today’s technology has certainly changed the way we learn. For instance, if you’re interested in learning a new language, there are now several mobile applications on the market that are designed to help. One of these applications, Voxy, encourages “learning in the flow of your life” – meaning that the education material can be accessed based on skill level, or even your current location.

With features like these, it’s no surprise that apps and mobile technology are becoming more and more popular among people who want to improve and build on their talents – including skills in the workplace.

Last year, we saw a marked increase in organizations wanting to use virtual-instructor led training and an increased interest in mobile learning. This variety of modalities means that, instead of learners only coming into a classroom to learn and practice skills, there is now a greater opportunity for organizations and employees to:

• integrate learning into everyday routines (less time away from the office)
• learn skills from anywhere in the world (cut travel costs)
• reinforce skills “on-demand” throughout the learning process (increase ROI)

There’s a lot to reflect on when it comes to making smart investments in technology for learning and development purposes. It’s imperative to consider the broader picture of organizational infrastructure and the relevance of learning modalities within that infrastructure. There’s also an important need to evaluate the overall readiness of both individuals and the organization in adopting this type of learning.

Since modality choices are certain to grow over time, it’s exciting to imagine the many ways apps and mobile technology will benefit the future of organizational learning and development.

What are some ways that you’ve used technology recently to improve on a skill?

 

Sharon Daniels is CEO of AchieveGlobal in Tampa, Florida