the silo effect

Harold Jarche

Helping information to flow requires that everyone not only share data and information but also have the opportunity to interpret information and share their conclusions. Taking financial incentives away from daily work improves collaboration between departments and professionals. While “data does not organize itself, or break down silos by itself; somebody needs to program the computers. ” Data plus human knowledge can give us better information.

connecting work, learning, and life

Harold Jarche

“70:20:10 uses the performance paradigm to achieve working = learning in the context of the workplace and thus to contribute to the desired organisational results. Here again it is about achieving the desired performance improvement in the context of the individuals or teams who want to work better together. In the performance paradigms, working = learning is achieved using such models as performance support, microlearning and social learning.

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enough training

Harold Jarche

If you are interested in organizational performance issues, here are a few points to ponder. Compliance training is a standard response by industry regulators when dealing with human performance issues. The owners of compliance standards, whether authorities like government and regulatory bodies, professional bodies, or internal legal counsel, are stuck in a mindset that in order to get good workplace performance you must have training. Unclear performance measures.

Data From The Edge

Andy McAfee

Deloitte’s Center for the Edge has just published a report titled “Social Software for Business Performance.&# Keep measuring performance in all of them over time. “I am confident this technology’s going to improve things, so I want it in all my units, pronto.&#.

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strategic transformation of workplace learning

Harold Jarche

not just through conventional training but as people carry out their daily jobs) and how performance problems can be solved in different ways. It also means that learning and performance improvement is no longer the sole remit of the L&D department, but something that everyone in the organisation – managers and employees alike – has responsibility for.” Informal Learning Performance Improvement SocialLearning

training > performance > social

Harold Jarche

This post looks at resources related to my training-performance-social workshop. We forget to minimize forgetting and improve remembering. We measure so poorly that we don’t get good feedback to enable improvement.” ” Performance Improvement. Harold’s Performance Improvement Toolbox. When Your Employees Can Solve The Biggest Problems With Performance Support. Learning after Benchmark performance with each other.

imagining open collaboration

Harold Jarche

Whether life-threatening or not, and even with the power of data, we’re going to be facing increasingly challenging decisions. The biggest challenge, as Charles notes, is to ‘imagine the different’ Learning Performance ImprovementAt work and in school we are pretty good at creating documentation to share explicit knowledge. This is the kind of knowledge that goes into training programmes.

Seeing motivation with new eyes

Harold Jarche

Where there is a genuine lack of skills and knowledge, training may be required, but it should only be in cases where the other barriers to performance have been addressed. We should have paid more attention to the data. Tags: Performance Improvement

Data Driven

Tony Karrer

At the start of any performance improvement initiative, there is a question of whether the initiative is going to have real impact on what matters to the organization. Will the retail sales training change behavior in ways that improve customer satisfaction?

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Wake up and smell the coffee

Harold Jarche

An interesting post made by Rob Wilkins , is a confirmatory data point of what I’m seeing in the corporate learning sector: This morning the CLC (Corporate Leadership Council) released the results of a survey that asked CEOs which areas were to suffer the most in response to the crisis. Unclear performance measures. Rewards and consequences are not directly linked to the desired performance.

Business Practice Redesign

John Hagel

Maybe they’re actually becoming a barrier to performance improvement rather than a prerequisite for performance improvement. That person usually cannot do it on his or her own, so several other people need to be found and brought together quickly with relevant data and analytics to get to a resolution. Learning faster to accelerate performance improvement. This assumes that one-time performance improvement is no longer adequate.

The Big Shift in Platform Business Models

John Hagel

The one exception to this are platforms that aggregate resources like data or media where subscription business models often prevail. As I’ve suggested elsewhere , the real future of platform businesses is to evolve into learning platforms where participants can accelerate performance improvement based on feedback loops created by the platform owner. They too will have an opportunity to evolve along the three dimensions outlined earlier – payment, data and participants.

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Seeking Your Help - A Future for More Human Work

John Hagel

As companies continue to face mounting performance pressures, the efficiency gains from automation and other technologies won’t provide adequate ongoing performance improvement. Nor are we talking about “augmenting” worker capability by training them how to use the data and analytics generated by artificial intelligence to do their remaining routine tasks more efficiently. Everyone seems to be talking about the changing nature of work.

Re-thinking Workplace Learning: extracting rather than adding

Charles Jennings

One clear finding presented was that: “t hose activities that are integrated into manager and employee workflow have the largest impact on employee performance, while those that are distinct events separate from the day-to-day job have less impact.” In other words if people have the opportunity to learn and develop as part of their work and they are supported by their manager, then learning will be much better transformed into measurable behavioural change and performance improvement.

Seeking Your Help - A Future for More Human Work

John Hagel

As companies continue to face mounting performance pressures, the efficiency gains from automation and other technologies won’t provide adequate ongoing performance improvement. Nor are we talking about “augmenting” worker capability by training them how to use the data and analytics generated by artificial intelligence to do their remaining routine tasks more efficiently. Everyone seems to be talking about the changing nature of work.

Robots Can Restore Our Humanity

John Hagel

Think of call center operations, logistics operations, performance reviews, sales and marketing campaigns – they’ve all been molded into the scalable efficiency model, driven in no small part by the business process re-engineering wave that reshaped business processes in the last few decades of the twentieth century. And with exponential improvements in performance, it won’t take that much time. Red alert!

Flows, Fragility and Friction

John Hagel

A key factor is the deployment of rapidly improving digital technology infrastructures. Too often, especially in the technology world, flows get reduced to data flows and the emphasis is on the efficiency and speed of the flow – how quickly can it get from point A to point B? If the goal of expanding flows within our society and economy is to accelerate learning rather than to simply expand data flows, we might create a more useful framework for optimizing both flows and friction.

2010 Shift Index - Passion and Performance

John Hagel

In the Fall of 2009, we issued a sequel that broke apart the US economy data into thirteen distinct industries, so that we could better understand how the Big Shift was playing our at an industry level. Late last week, we issued the 2010 edition of the Shift Index , updating each metric with new data.  The Shift Index delivers one key message:  our companies are experiencing mounting performance pressures, pressures that they have not been successful in addressing.

Online Systems for Behavior Change

Tony Karrer

I've always believe that to truly have impact on performance, we need to be experts at Behavior Change. I've written a few times over the years on aspects of solutions that ultimately drive a change in behavior that leads to performance improvement. In Data Driven , I said: If you want to really improve the numbers via a performance improvement initiative then you need to start and end with the data.

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Seeking Strategic Advantage? Break Down Walls and Cultivate Networks

John Hagel

Influence points are strategically important because they concentrate knowledge flows in ways that help the owner of the influence point to learn faster and accelerate performance improvement. There’s an interesting dynamic here: the more rapidly everyone learns and improves their performance, the more valuable the influence point becomes. Influence points become natural sites for the aggregation and rapid refreshing of data. Where’s the advantage?

The Only Person Who Behaves Sensibly Is My Tailor

Charles Jennings

However extrapolating the context and outcomes to make any sense of this type of data requires a series of further steps that are orders of magnitude along the path to providing meaningful insight. A ‘learning activity is not necessarily an indicator of learning’ tag should be attached to every piece of this data. To take an example from the ATD data, the annual report itemises ‘hours per year on ‘learning’ (which means ‘hours per year on training).

Harnessing the True Potential of Internet of Things Technology

John Hagel

The technologies to do this include sensors that can monitor the condition and context of physical objects, networking technology that can help these physical objects send and receive data, and actuators embedded in physical objects that can receive instructions and act to change the attributes of the physical objects. Like all digital technologies, the price/performance of IoT technologies is evolving at an exponential rate. Data to advice. Who typically has the data?

What's the Future of Jobs?

John Hagel

Sure, data analysts are in hot demand now, but how long will it be before artificial intelligence automates much of this activity? Fourth, if the children are not deeply passionate about these disciplines and simply going into them because they will provide a sustainable career, they will most likely fail as the mounting performance pressure leads to growing stress and ultimately burn out. What better time to reflect on the future of work and jobs than Labor Day?

Measuring Your Real Net Worth

John Hagel

It matters because we’re living in a world of mounting performance pressure – the Big Shift , as we’ve come to describe it. It’s a world where, no matter what credentials, accomplishments and financial net worth you’ve accumulated in the past, you'll be increasingly challenged to reach higher and higher levels of performance or risk being marginalized. Net worth is an important topic, but not in the way it’s usually discussed.

2012: That was the year that was

Jane Hart

In this blog post, I shared the data from my survey, some of my thoughts about the results, and the importance of undertaking your own survey. 4 - A new framework for supporting learning and performance in the social workplace. 8 - Emerging new roles for learning and performance professionals. In the first of two reviews of 2012, here are the 10 most popular posts on my own blog this year – based on viewing stats, tweets and FB likes.

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The Unmet Need for Trusted Talent Advisors

John Hagel

Because we live in a world of mounting performance pressure where we can’t afford to stand still and rest on the certificates and accomplishments of the past. And there’s a growing amount of technology, loosely grouped into the Internet of Things, artificial intelligence and data analytics categories, that provide an opportunity for trusted talent advisors to gain growing insight into who we are, what we’re doing and what we’re accomplishing.

It’s Only 65% !

Charles Jennings

How we support learning and building high performance should reflect these differences. I don’t want this post to be a criticism of an individual survey design, but I do think that the designers of data-gathering surveys such as these need to think about the terminology they use carefully. Many organisations are using the 70:20:10 framework to help create cultures of continuous learning and to to build high performance.

Survey 182

From Courses to Campaigns : using the 70:20:10 approach

Charles Jennings

Courses may help with the basics, or to refresh our knowledge, but courses alone won’t deliver high performance. Other activities in the workplace – such as challenging experiences, opportunities to practice in ‘real’ situations, support, advice and guidance from colleagues, and reflection, are all more important than courses in helping build high performance. This is why it is better to approach performance challenges with a campaign mindset than a course mindset.

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sense-making friday

Harold Jarche

Engineers: 70% building features and fixing bugs, 20% on prototyping fledgling ideas or exploratory data analysis, and 10% on speculative initiatives like a 10x performance improvement. [Almost] Every fortnight I collate some of the observations and insights that were shared on social media. I call these Friday’s Finds. Manage your time like Google invests its resources: 70/20/10 via @reuvengorsht.

Seeking Strategic Advantage? Break Down Walls and Cultivate Networks

John Hagel

Influence points are strategically important because they concentrate knowledge flows in ways that help the owner of the influence point to learn faster and accelerate performance improvement. There’s an interesting dynamic here: the more rapidly everyone learns and improves their performance, the more valuable the influence point becomes. Influence points become natural sites for the aggregation and rapid refreshing of data. Where’s the advantage?

leadership is learning

Harold Jarche

Improve insights — Too often, management only focuses on reducing errors, but it is insight that drives innovation. Provide Learning Experiences — Managers and supervisors may be vital for workers’ performance improvement, but only if they provide opportunities for experiential learning with constructive feedback, new projects, and new skills. Focus on the Why of Work — Current compensation systems ignore the data on human motivation.

Start with the 70. Plan for the 100.

Charles Jennings

702010 towards 100% performance by Jos Arets, Charles Jennings & Vivian Heijnen Copyright: Sutler Media Language: English Pages: 313 Size: 30.5cm x 23.5 Full explanations of how the 70:20:10 approach can be used to help overcome the ‘training bubble’ Descriptions of five new performance-focused roles to support the use of 70:2010 The detailed tasks that need to be executed in each of these roles. This is taken from the 702010 Towards 100 Percent Performance book.

Measuring Your Real Net Worth

John Hagel

It matters because we’re living in a world of mounting performance pressure – the Big Shift , as we’ve come to describe it. It’s a world where, no matter what credentials, accomplishments and financial net worth you’ve accumulated in the past, you'll be increasingly challenged to reach higher and higher levels of performance or risk being marginalized. Net worth is an important topic, but not in the way it’s usually discussed.

Pull Platforms for Performance

John Hagel

We live in a world of mounting performance pressure. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. What drives company performance? Most businesses can be understood as bundle of three core operating processes, each driven by a unique performance lever. Even digital Internet businesses typically require large data center operations.

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change the system, not the leader

Harold Jarche

innovative & contextual methods = in the network era work and jobs cannot be standardized, which means first getting rid of job descriptions and individual performance appraisals and shifting to simpler ways in order to organize for complexity. Improve Insights — Too often, management only focuses on reducing errors, but it is insight that drives innovation. Focus on the Why of Work — Current compensation systems ignore the data on human motivation.

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Shift Happens Redux

John Hagel

We then spent the next six months working to define the specific metrics for a Shift Index and collect and analyze the data related to these metrics.   In the fall, we will release a separate report pulling apart the data for fifteen industries in the US economy and comparing performance at the industry level. While the performance of U.S. So what can be done to reverse these performance trends? Today is a big day. 

What is innovation?

Harold Jarche

“An innovation is the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations.” In complex and changing markets, innovation has much higher business value than merely coordinating internal tasks or improving processes. And here at Spigit, we’ve got hundreds of data sets to look through.”.

You are social!

Harold Jarche

In Information era, power was = Data. ’ Decision first, then check the data. If you want a leadership development program to be more than entertainment and you want it to achieve learning that results in significant performance improvement, than you must evaluate the program and the organizational environment of that program. Here are some of the observations and insights that were shared via Twitter this past week.

network management update

Harold Jarche

innovative & contextual methods” = in the network era work and jobs cannot be standardized, which means first getting rid of job descriptions and individual performance appraisals and shifting to simpler ways in order to organize for complexity. Improve insights – Traditional management often focuses on reducing errors, but it is insight that drives innovation. Focus on the “Why” of Work – Current compensation systems ignore the data on human motivation.

A Learning Reformation

Harold Jarche

Your phrase “shift the focus to creativity, innovation, and helping people perform better, faster, cheaper” really hit the spot with me. As much as books like this are a good start, a shift to performance improvement is not enough.

Making Your L&D Department Meaningful & Relevant

Charles Jennings

They feed data/information/perspectives up to the Strategic Board so it can make its decisions and, in turn, take Strategic Board decisions and work out how to execute them – how to prioritise L&D resources to best effect and how they can maximise ‘bang for buck’.

a new business ideology

Harold Jarche

But more and more, workers know where the problems are because they have access to the data. The majority of companies are still satisfied with improving internal collaboration and getting the job done, blind to the faster moving competition building up outside. Past strategies of optimizing current business processes or reducing costs can only marginally influence the organization’s overall performance. “Ideas lead technology. Technology leads organizations.

temporary, negotiated hierarchies

Harold Jarche

innovative & contextual methods = in the network era work and jobs cannot be standardized, which means first getting rid of job descriptions and individual performance appraisals and shifting to simpler ways to organize for complexity. Improve insights  — Traditional management often focuses on reducing errors, but it is insight that drives innovation. Focus on the Why of Work  — Current compensation systems ignore the data on human motivation.