Jay Cross helps people work and live smarter. Jay is the Johnny Appleseed of informal learning. He wrote the book on it. He was the first person to use the term eLearning on the web. He has challenged conventional wisdom about how adults learn since designing the first business degree program offered by the University of Phoenix.
The Twenty-First Century Corporation
Businesses around the world are transforming into extended enterprise networks but their training departments are stuck in the previous century. In the pursuit of trying to ﬁx what’s broken, let’s imagine what ideal corporate learning would look like if we could start over from scratch.
In the 1800s and 1900s, successful companies ran like well-oiled machines. Workers were mere cogs in those machines. The people were interchangeable parts. Companies paid them to follow instructions and do the same thing over and over again.
Workers have since replaced machines as the primary means of creating value. Companies rely on them to solve problems, delight customers, and stay ahead of the game. They are what make a business go and grow. A company’s market value echoes the ingenuity, know-how and reputation of its people.
Twenty-ﬁrst century employees have to do complex, unpredictable work. They have to keep up with a torrent of new products and services, not just their own but also their competitors’. They have to stay sharp in a
world that’s going ever faster. They have to grapple with a barrage of new information and demands on their time. Continuous learning is the only way they can keep up. Their work has become learning, and learning is the bulk of their work.
And, on top of this, technology has connected the world, making it possible to connect with just about anyone, anytime, anywhere. The ease of sharing of information has lead to a cultural phenomenon, which relates to our topic at hand; people are used to being able to get the answers to their questions – to learn – of their own accord through
research and conversation. But this way of learning – autonomous searching and social collaboration – has not yet been reﬂected in corporate learning, demonstrating that corporate learning has fallen behind.
To keep things simple in our following exploration of how corporate learning needs to change, let’s call the industrial-age (old school) companies Hierarchical and the network-era (2012) companies Collaborative. Control in Hierarchical companies resides at the top. Orders and instructions are pushed down through the organization. Control in Collaborative companies is distributed throughout the organizations. Workers and supervisors have a large say in what they do and they pull in the resources they need for themselves.
So, imagine the training department just disappeared because our organization has shifted from Hierarchical to Collaborative, and learning has become everyone’s business.
Where should we focus to improve learning? It’s a matter of people and infrastructure. Those will be the topics of my next posts on this subject.