Corporate Leaders Lag in Digital Skills; L&D Can Help — from learningsolutionsmag.com by Pamela Hogle

Excerpt:

As we move into a reality where digital skills dominate and the pandemic has pushed many organizations to accelerate their digital transitions, a yawning skills gap has become apparent: Fewer than a third of digital leaders rate themselves as “effective in digital acumen” according to the DDI Global Leadership Forecast.

But HR and leaders rank digital acumen, which is seen as “a significant predictor not only for digital transformation readiness, but also for innovation and responding to the competitive environment,” as a must-have skill, the DDI report said.

This gap is bad for business. “The world’s most digitally mature companies lead all other companies in value creation. They also have proved much more resilient during the crisis,” research by the Boston Consulting Group found.

Also from learningsolutionsmag.com see:

 

Web Accessibility on a Budget: How to Get Started for Free or Little Cost — from boia.org

Excerpt:

How to improve web accessibility for little to no cost:

  • Get a free accessibility assessment.
  • Learn what accessibility updates you can make yourself.
  • Use free assistive technology and accessibility tools.
  • Read content and continue learning from the accessibility community.
  • Publish an accessibility statement.
  • Create a long-term plan to full accessibility compliance.

Also related/see:  The #accessibilityChecker hashtag on Twitter.


 

The best lighting for video conferencing, according to experts— from blog.webex.com

A home office lighting setup for video conferencing.

Contents:

  • What is the best lighting for video conferencing?
  • Where should the light be for a video call?
  • What kind of lighting is best for video meetings?
  • What are the best lighting products for a video conference?
  • What is the best lighting for video conferencing on-the-go?
  • Good lighting means good communication:
 

Accelerated Digital Skills and the ‘Bootcamp Boom’. — from holoniq.com
The market for accelerated digital skills is stepping up to a whole new level. Bootcamps, among others, are evolving rapidly to meet the opportunity.

Excerpt:

Tech Bootcamps re-skilled and up-skilled over 100,000 professionals globally in 2021, up from less than 20,000 in 2015. We expect this number to reach over 380,000 by 2025 representing over $3B of expenditure with significant upside as tech up-skilling models and modes overlap and converge. Governments, employers, universities and colleges everywhere are embracing rapid, high ROI training to build capacity in software, marketing, cyber and tech sales to drive their economies and growth.

Also from holoniq.com, see:

Also relevant/see:

 

Look inward, not outward — from mckinsey.com
More companies are building talent internally rather than externally. Over 50 percent of executives believe that developing the skills of their existing workforce is the most useful approach to address capability gaps—rather than hiring new workers, redeploying talent, and contracting in skilled workers.



 
 

Companies are making serious money with AI — from sloanreview.mit.edu by Thomas Davenport and Randy Bean

Excerpt:

Just a few years later, things are beginning to change. In the 2022 survey of senior data and technology executives by NewVantage Partners (where Randy Bean is CEO and cofounder, and Tom Davenport is a fellow), 92% of large companies reported that they are achieving returns on their data and AI investments. That’s up markedly from 48% in 2017. The same percentage (92%) said that they are increasing investments in data and AI, equaling last year’s percentage.

 

A new hybrid learning methodology — from chieflearningofficer.com by Robert O. Brinkerhoff, Edward L. Boon
The proliferation of digital learning transfer platforms offers the opportunity for a new and impact-enhancing hybrid: learning programs that are at the same time standardized and personalized.

Excerpt:

Such a program in the context of our example of the global manufacturing company training its shop floor managers might have the following elements, all created with the expertise of a centralized corporate L&D function:

  • Classroom-style presentations on video with breakout room discussion options embedded for local facilitation.
  • Facilitator’s guides (translated into local languages) for leading the classroom breakouts.
  • Coaching tools and resources for managers to conduct one-on-ones.
  • A library of brief videos of good (and bad) examples of managers interacting with direct reports with second-language subtitles.
  • Guidelines for facilitating periodic virtual check-in meetings (schedules weekly, bi-weekly, etc. to be decided locally).
  • Assignments, with associated resources, for learners to complete by requesting coaching sessions with their manager.

We propose that the proliferation of digital learning transfer platforms (also known as learning experience platforms or LXPs) offers the opportunity for a new and impact-enhancing hybrid: Learning programs that are at the same time standardized and personalized.

Along the lines of corporate training / Learning & Development (L&D), see:

 

Living in a world of unicorns — from pwc.com by Vicki Huff Eckert
Venture-backed giants are scaling up and transforming markets as varied fintech, electric vehicles, and healthcare.

Excerpt:

During the pandemic, edtech unicorns raised (on an annualized basis) eight times the annual amount raised from 2016 through 2019. Tutoring platforms Byju (based in India) and Yuanfudao and Zuoyebang (based in China) received massive investment (each attracted $3 billion to $4 billion in funding between 2016 and 2021). The Business Standard reported that Byju had 100 million registered students and 6.5 million paid subscribers as of September 2021.

This trend is just getting started—the convergence of the metaverse, crypto, and 5G has the potential to create a web 3.0 economy that we can’t yet fully envision, and that will evolve over the course of the decade.

 

The innovation imperative: Lessons from high-growth companies — from deloitte.com by Khalid Kark, Tim Smith, Lou DiLorenzo Jr, and Mike Bechtel
Successful innovation functions display unique characteristics, one of them being technology’s prominent role in driving these initiatives. How can CIOs and technology leaders seize this opportunity and ensure they play a pivotal role in their company’s growth?

Excerpt:

Many enterprises now have an innovation function, whether it be a team that is dedicated to seeking out new opportunities or an executive tasked with finding new ways of working. But according to the latest Deloitte survey, only half of innovation efforts are achieving their desired value, and companies with successful innovation functions have unique characteristics. The study revealed that most leading companies view innovation as something both new—which can include new applications of existing tools—and improved—which may mean simply a measurable advance over legacy alternatives. This covers everything from incremental gains to moonshots.

Five key differentiators of successful innovation programs

Also see Deloitte’s Ten Types of Innovations.

 

What Workplace Design Can Learn From Higher Education Facilities — from workdesign.com by Sandi Rudy and James Foster

Excerpt:

Our built environments are always changing and evolving, but now more than ever, workplace design is experiencing a major identity crisis. While the concept of “going to the office” is no longer standard practice for many, for some, it will always be the preferred, and for most, having the option is a giant plus. But in the interest of ensuring the evolving nature of knowledge work and knowledge workplaces keeps pace with employee needs, workplace design can find inspiration in education facilities with now proven solutions for improved wellness and increased overall performance. And with this new way of thinking, perhaps workplace design will once again take the grade.

A picture of Treasure Valley Community College with a woman walking past collaborative learning spaces

The adoption of and success with flexible furniture and spaces such as that in many higher ed environments, which accommodates a range of uses and learning or working styles is now influencing today’s office designs. Credit: Bob Pluckebaum

 

Google wants 20,000 Americans to have higher-paying jobs — from protocol.com by Amber Burton
Google’s Career Certificate Fund is aimed at creating a sustainable model of support for American job seekers.

Excerpt:

The program is designed for students to pay zero upfront costs for the three to six-month courses, but Google certificate students are expected to repay program costs if they land a job that pays at least $40,000 annually. While the exact amount of the monthly payments was not shared in the announcement, Google said it will be low no-interest payments for Social Finance to reinvest in the program for additional participants.

Our new $100 million Google Career Certificates Fund — from blog.google by Sundar Pichai

It’s another promising example of how the entire ecosystem — from private companies to nonprofits — can work together to help more Americans access economic opportunities.

Addendum on 3/2/22:

 

Is there a skills gap in learning design? — from neilmosley.com by Neil Mosley

Excerpt:

Another deficiency in higher education has also been the dearth of support there is for learning design. Roles such as Learning Designer or Instructional Designer have been relatively niche in UK higher education, they have tended to exist only in online or distance education settings.

This seems to be changing a little and there’s been more of these roles created over the past two years. Hopefully, as a result of growing recognition of the design and planning work that’s needed in higher education as the teaching and study experience grows in complexity.

Whilst broadly positive, this has thrown up another problem – the inconsistency and variability of skills amongst those that might refer to themselves as a Learning or Instructional Designer.

From DSC:
Though this is from the UK, these perspectives and the issues Neil raises are also very much present here in the United States. Neil raises some important questions, such as:

  • Aare the Learning Designers and/or Instructional Designers getting the training that they need?
  • What’s expected of them?
  • Are they utilized properly?
  • How do you scale their work?
  • How do you get professors and teachers to think of *designing* their learning experiences?

Addendum on 2/19/22:

And if the last two years have taught us anything, it’s that this collective movement toward learning experience design will be essential to help striving students go on better, more productive, and personally meaningful educational journeys. Indeed, we must help spread the word that education is more than a collection of classes. It may include classes, but it is so much more. At its best, it is a carefully and thoughtfully crafted and curated family of experiences that can help striving students change their lives!  


 

Ecclesiastes 11:1-2 and 6 Invest in Many Ventures; as written by King Solomon

11 Ship your grain across the sea;
    after many days you may receive a return.
Invest in seven ventures, yes, in eight;
    you do not know what disaster may come upon the land.

Sow your seed in the morning,
    and at evening let your hands not be idle,
for you do not know which will succeed,
    whether this or that,
    or whether both will do equally well.


From DSC:
Perhaps Solomon should get more credit as one of the first wise investment advisors. If he lived today, he would likely support diversification and support the concepts behind using index funds! 


 

Technology We Need: Documenting the complete Learner Record — from gettingsmart.com by Nate McClennen and Rebecca Midles

Key Points

  • Most innovative schools and a number of states have built Graduate Profiles/Learner Profiles and a handful have created K12 competency progressions that articulate pathways towards meeting the profile.
  • These learning organizations are using a learning management system (LMS) that does not accommodate comprehensive Learner Records, does not capture or report transparent growth to learners or their families and does not capture out-of-course learning experiences.
  • We issue a challenge to those building and creating solutions.

From DSC:
The above posting reminds me of the following graphic:


 
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