Change. It has the potential for growth in the face of accelerated technological advancement. But employees are only human and we tend to resist change. As the skills gap yawns, how do we help people get past the resistance and into action? How do we then get them into constant adaptations of change to help our businesses to survive?
The workshop will take place at LEARNING LIVE, etc.venues 155 Bishopsgate on 6 September. Noorie Sazen, Saffron CEO and digital change expert, will guide learners through building a learning strategy that keeps pace with the modern work environment.
Change is the source of all growth, but employees are only human and tend to resist it; it can be hard to gain traction for change initiatives. As the digital revolution gathers pace and the skills gap yawns, how can organisations help people get past resistance and into action to adapt and help the business to survive?
Change or die. Adapt to survive. It’s not just a biological imperative, but also a business one – now more than ever. It’s the stark choice facing almost every organisation.
You might think I’m being a little dramatic. Well, more than half of the companies on the 1999 FTSE 100 were no longer there in 2015. Many have been ripped apart by their competitors or become entirely extinct. It seems like every day we’re seeing a stampede of cutbacks, job losses, profit warnings, takeovers, even administrations and bankruptcies.
The free session will take place at London Olympia on 12 June. An expert panel will answer audience questions and discuss practical strategies for effective and successful change programmes, including real life examples of how to keep up with the relentless pace of change in the digital world.
Winter is here. The long dark wait for the next season of Game of Thrones has begun. This break from the action allows me time to ponder a question that I’ve been asking myself for a while now. What exactly makes it one of the most popular TV shows in the world?
The Game of Thrones Season 7 finale set another ratings high with 16.5 million viewers of the live airing alone, and this insane popularity shows no sign of abating. George R.R. Martin’s best-selling book series, ably brought to life by HBO, has been compelling enough to capture the hearts and minds of people around the world. In the digital age, it may just be the most streamed and downloaded TV series of them all. Not bad for a fantasy epic set in a magical medieval kingdom.
But what have dragons and drama got to do with elearning? How might we take the elements that make it such a phenomenon and use them to make learning that’s just as popularly consumed? After all, using pop culture in learning can have tangible benefits.
Over the last few decades, HR has been afflicted by bad press. Labelled with questionable misnomers like “human remains,” it’s suffered from employees and board members’ lack of faith in its:
- Business acumen
- Financial capability
- Global perspective
- Customer focus
In short, it’s not been perceived as adding value to an organisation, but rather as a cost. Sweeping changes to the world of work in the near future will mean this perception needs to be changed, but how can it be?
Agile, adj. – able to move quickly and easily. Is that how you would describe a standard approach to project management? Probably not. However, the agile method is an increasingly popular mode of project management and software development that tears up the process rulebook. It represents a method that’s more suited to the fast pace of the modern business environment, where requirements and risks can change at a drop of a hat. Taking up an agile approach allows your organisation to adapt to these changes much more quickly than any traditional method.
All organisations are governed by processes and procedures that appear crucial at first glance. Some are officially part of company procedure, and others simply become intrinsic over time from being the “done thing.” But just how valuable are they when given a deeper examination? In fact, most organisations could benefit from shedding extraneous tasks and undergoing a lean process transformation, making sure processes increase value rather than just expanding time and effort. L&D departments are no exception.
It’s that time of year again, you know, when at the top of your inbox is an all staff communication reminding you to put time aside to prepare for a career development conversation with your manager. The question is, do you:
1. Get annoyed at the thought of yet another item for your ‘to do’ list
2. Get cynical about how ‘valuable’ your last one was
3. Dread the thought of having to think about where you’re going in your career
Well, who wouldn’t want to be? Agile, I mean. Given that there are so many antonyms of ‘agile’, including dull, ignorant, inactive, lazy, lethargic, lifeless, rigid, slow, and for good measure, probably sluggish too.
My background is in software development and traditional IT classroom training on topics including programming and project management. I gained twenty years’ experience as a software team leader and programmer before my involvement in instructional design at Saffron, which commenced about fifteen years ago.
In the last few weeks at Saffron Interactive there has been a lot of talk about gamification. For those that attended the recent Learning Technologies Exhibition you may have have seen one of our seminars debating the pro’s and cons of looking to videogames to provide an example for increasing engagement in L&D. We have also developed a new mobile assessment game based on the Bribery Act. This lead to a lot of interest and also a lot of questions on what makes something an example of gamification and what practical steps can we take to bring this increasingly popular theory into the training mix?