Convergence is happening to us … or without us
“Great” things have been popping up lately, such as the great resignation, the great leisure, and the great resale of three examples. I’m not affected by the hype because it all points to a common denominator – change, and it needs to be led. It is my view that we are seeing side effects in the form of a “great convergence” of thought and action that directly affects culture. In other words, resignations, retirements, and reshuffles between companies are driving the need for a strategic review and strategic action that is agile and responsive to the need for resource opportunities: rebuilding, improving, and optimizing work in the workplace. Convergence is happening with or without us. What is changing in our L&D world and how should we handle it? How does it affect culture?
If you follow my blog, the concept of work points has become the subject of many posts and carries an important link with the concepts of convergence. I say “concept” in the plural because there are many variables that go directly or through the effect of convergence as a parallel by-product. The opportunity for Learning and Development (L&D) is to consider multiple influencers, including not adopting at least one strategic review. As a result, new innovative solution possibilities present as many challenges as effective solutions. This short article will hopefully plant some seeds of thought around a key question: what are the faces of identities and what do they create as opportunities to think and act differently?
Learning the culture of change
The culture of an organization will face change as a product of integration when it comes to emphasizing the need to adopt innovations that affect the workflow and often accompany the integration of digital technology. Digital conversions come to mind, and unfortunately, over 80% of them fail, not with the good news. Technology does not fail, we fail. We fail to accomplish the leading transformational change effectively. Unfortunately, we seem to have mastered only the first of the four stages of transformational change.
We deploy new training. IT introduces new technology. We train for GoLive, cut the ribbon, and move on to the next training project. What we regularly see as failing is the second stage that follows.
Implementation work will take place at a new ground zero point. This is why work point assessments are focused on low deployment and event focused, and GoLive-post implementation, and change insurance. And if we fail to implement, we fail to reach the critical fill, which compromises to reach the next third stage.
Eclipse represents the time and place where the use of solutions is adopted as the best practice and is applied regularly and effectively by the user population. Following the final stage is often overlooked as well.
Are the protocols established and integrated to ensure that the change is not just a temporary flash in the acceptance pane? Have we created flexibility and resilience in the process of change to withstand the dynamics of change? Are we equipped to keep the change alive and agile enough to respond to ongoing business fluctuations?
I submit that there is a significant stage that should always precede deployment: discovery. Without performing that step of accomplishing due diligence, we can often respond to requests of different realities across the leadership cascade as we move downward to the work point of the workforce. This knowledge is essential for successful transformational change.
We often default to respond to requests without due diligence to persuade them. We must work diligently to answer a number of important questions:
- What needs to be achieved?
- Why does it need to be achieved? What is the need for a driving business?
- Who is engaged at all levels to ensure achievement?
- What is the current state of leadership preparation, workforce preparation, technology preparation, legitimacy preparation and monitoring preparation?
- What are our measurable results for verifying and monitoring achievement?
- What are the underlying key factors that prevent change from achieving?
Again, what I’m suggesting is the addition of the fifth episode of Transformational Transformation-Discovery. We must look beyond the request for change, which is often based on conjecture and conjecture even though it was well-intentioned, and to uncover the root causes behind the request for change. We should then follow the priorities to make sure the scale starts small. Excluding these “discovery” steps may fail to optimize something as complex as digital transformation, and they are at the heart of transformational leadership.
Do these stages affect culture? Absolutely because we can’t embark on an extended journey (such as a digital transformation) as a series of installations left for Flanders after deployment, and ignore the pace of acquiring critical mass and strategic thinking to include all subsequent stages of change. I used digital conversion as an example; However, all five stages of change of any project of any size should be realized for the adjustment of expectations and process workflow.
This uniformity? Overall, it combines the strategic need to optimize workflow in five steps of change based on the performance of the workforce in a strategic rethink. Embracing a repeatable model sets organizational expectations and supports consistent best practice applications regardless of size and complexity.
Thanks to the pioneering work of Bob Mosher and Conrad Gottfriedson of APPLY Synergies and their well-known “Five Moments of Necessity” we are seeing increasing acceptance of workflow education. It’s a dynamic real-time convergence of learning with work. In fact, the integration of learning and / or support between live workflows is enabled using agile design methods and is delivered through digital adoption platform technology solutions. Workflow Learning exemplifies the leading transformational change as it addresses the five stages of change from initial “discovery” (with complete due diligence), “application” (learning and support solutions) to “implementation” to direct workflows at work points. (At specific times of need), complete “adoption” (by modifying the effectiveness of support and best practices), “sustainability” (proactive to changes in business conditions) through protocols designed to maintain and adapt to quick solution content.
Artificial Intelligence (AI) integration
Recently, rumors have been circulating around AI. To many, AI is a mystery but when we consider specific applications where it can be used and controlled it comes into better focus. Augmentir has done some groundbreaking work in the manufacturing sector, including purpose-built AI with performance pattern recognition in the performance data of employees connected to the work point, Provide functional analysis to enable targeted learning to offer high efficiency, re-efficiency, and performance support solutions within the workflow.
Targeting is not limited to workflows and / or processes, but through the added power of AI, data points can be captured step by step and in workflows by individual staff. This level of granularity can generate more data points than humanely analyzing and giving too much data that can easily extract patterns that optimize efficiency and enable effective upskilling and recycling in specific workflows for identified workers. It is a combination of data analytics and purpose-built AI technology.
AI-driven data convergence enables a more parallel integration of informed learning and support design from multiple data point granularity of employee performance results at work points.. No L&D team would want to know who needs help, and when and where they need it. Why do employees need their help to investigate what the L&D team doesn’t want visibility and find out what the solution or refinement should be?
This is an exciting time to stay in the L&D discipline. I believe that the integration of Call to Action has become a business imperative for many faces, the most notable of which is the need to combine business risk responsiveness with the urgent need to optimize agile, measurable, and sustainable performance. Driving the need for consultative discipline to integrate operational stakeholder populations with the ability to evaluate workplace performance and communicate (even more convergence) with L&D design, development, and delivery capabilities. Other functional resources such as HR-OD, process improvement disciplines such as Lean Six Sigma, and IT technology resources.
A word of caution: Do not force us to rely on the best intentions of our applicants to implement our (L&D) preparation and to influence the outcome of our solution. Believe but verify. Discover. We must be prepared to observe transformational changes as the core of our work function is deliverable and we must be fully aware to do so effectively.