From DSC:
Some of the largest waves of change that are hitting the beaches of numerous societies throughout the globe are coming from technological changes such as:

  • Artificial intelligence (which includes things like machine learning, deep learning, natural language processing, personal assistants, bots, algorithms, and the like)
  • Big data and analytics
  • Robotics
  • The digital transformation of businesses
  • New forms of human computer interaction such as virtual reality, augmented reality and mixed reality
  • Mobile computing
  • Cloud computing
  • The Internet of Things
  • Wearables
  • …and more

But in all of these developments, what is common amongst them is that the pace of change has changed. It’s much faster now. In fact, we are no longer on a linear path of slow, steady, incremental changes. We are now on an exponential trajectory – or pace – of change.

 

 

 

 

 

 

 

 

 

This new pace of change is starting to have profound implications for societies, individuals, institutions of higher education, and workforces throughout the globe. Some of these ramifications include:

  • Profound modifications to the existing workforce; in some cases, staff reductions
  • New fields, new positions
  • New skillsets that require highly-educated individuals as well as a massive amount of additional training for existing employees
  • New methods of learning and the requirement for lifelong, constant learning from here on out
  • The need to become more responsive and nimble
  • The need to pulse-check a variety of landscapes to ascertain the best potential strategies to pursue (in light of the potential upcoming scenarios)

Yet the changes aren’t just arising from technological changes. For institutions of higher education, there have been other areas of change that bring with them significant impact, such as:

  • Decreases in state funding
  • The increasing costs of healthcare and benefits for faculty, staff, and administrators
  • Headwinds from demographic-related declines (depending upon one’s geographic location)
  • Aging facilities and infrastructures
  • …and more.

Navigating these rough waters is not easy. But the key questions now are:

  • Is your institution poised to ride the waves of change or is it about to get crushed by these same waves?

 

  • Is someone at your organization looking out for these oncoming waves?
    That is, is someone pulse-checking a variety of landscapes to ascertain the trends that are developing, trends that could significantly impact your institution and/or your students?

 

  • What are some of the ways that your organization could respond to these waves of change to positively impact the following parties?
    • Your organization
      What new programs could be offered at your institution? How is the level of responsiveness at your institution to these changes?
    • Your students
      Many jobs that your students will have in their futures haven’t even been invented yet. How can you best develop them to be ready for the new, exponential pace of change? How are you helping your graduates who (increasingly) need to come back to your institution and reinvent themselves – quickly, conveniently, and cost-effectively?
    • Your employees
      Given all of this change, the professional growth of your own faculty members, staff, and members of your administration is extremely important. How are you looking after their growth?

 

  • Would you use the word “innovative” to describe the culture of your organization? That is, is your institution willing to experiment and take some calculated risks? To take no action or risks in the current environment is likely the biggest risk of all.

 

 

 

 

From DSC:
In Part I, I looked at the new, exponential pace of change that colleges, community colleges and universities now need to deal with – observing the enormous changes that are starting to occur throughout numerous societies around the globe. If we were to plot out the rate of change, we would see that we are no longer on a slow, steady, incremental type of linear pathway; but, instead, we would observe that we are now on an exponential trajectory (as the below graphic from sparks & honey very nicely illustrates).

 

 

How should colleges and universities deal with this new, exponential pace of change?

1) I suggest that you ensure that someone in your institution is lifting their gaze and peering out into the horizons, to see what’s coming down the pike. That person – or more ideally, persons – should also be looking around them, noticing what’s going on within the current landscapes of higher education. Regardless of how your institution tackles this task, given that we are currently moving at an incredibly fast pace, this trend analysis is very important. The results from this analysis should immediately be integrated into your strategic plan. Don’t wait 3-5 years to integrate these new findings into your plan. The new, exponential pace of change is going to reward those organizations who are nimble and responsive.

2) I recommend that you look at what programs you are offering and consider if you should be developing additional programs such as those that deal with:

  • Artificial Intelligence (Natural Language Processing, deep learning, machine learning, bots)
  • New forms of Human Computer Interaction such as Augmented Reality, Virtual Reality, and Mixed Reality
  • User Experience Design, User Interface Design, and/or Interaction Design
  • Big data, data science, working with data
  • The Internet of Things, machine-to-machine communications, sensors, beacons, etc.
  • Blockchain-based technologies/systems
  • The digital transformation of business
  • Freelancing / owning your own business / entrepreneurship (see this article for the massive changes happening now!)
  • …and more

3) If you are not already doing so, I recommend that you immediately move to offer a robust lineup of online-based programs. Why do I say this? Because:

  • Without them, your institution may pay a heavy price due to its diminishing credibility. Your enrollments could decline if learners (and their families) don’t think they will get solid jobs coming out of your institution. If the public perceives you as a dinosaur/out of touch with what the workplace requires, your enrollment/admissions groups may find meeting their quotas will get a lot harder as the years go on. You need to be sending some cars down the online/digital/virtual learning tracks. (Don’t get me wrong. We still need the liberal arts. However, even those institutions who offer liberal arts lineups will still need to have a healthy offering of online-based programs.)
  • Online-based learning methods can expand the reach of your faculty members while offering chances for individuals throughout the globe to learn from you, and you from them
  • Online-based learning programs can increase your enrollments, create new revenue streams, and develop/reach new markets
  • Online-based learning programs have been proven to offer the same learning gains – and sometimes better learning results than – what’s being achieved in face-to-face based classrooms
  • The majority of pedagogically-related innovations are occurring within the online/digital/virtual realm, and you will want to have built the prior experience, expertise, and foundations in order to leverage and benefit from them
  • Faculty take their learning/experiences from offering online-based courses back into their face-to-face courses
  • Due to the increasing price of obtaining a degree, students often need to work to help get them (at least part of the way) through school; thus, flexibility is becoming increasingly important and necessary for students
  • An increasing number of individuals within the K-12 world as well as the corporate world are learning via online-based means. This is true within higher education as well, as, according to a recent report from Digital Learning Compass states that “the number of higher education students taking at least one distance education course in 2015 now tops six million, about 30% of all enrollments.”
  • Families are looking very closely at their return on investments being made within the world of higher education. They want to see that their learners are being prepared for the ever-changing future that they will encounter. If people in the workforce often learn online, then current students should be getting practice in that area of their learning ecosystems as well.
  • As the (mostly) online-based Amazon.com is thriving and retail institutions such as Sears continue to close, people are in the process of forming more generalized expectations that could easily cross over into the realm of higher education. By the way, here’s how our local Sears building is looking these days…or what’s left of it.

 

 

 

4) I recommend that you move towards offering more opportunities for lifelong learning, as learners need to constantly add to their skillsets and knowledge base in order to remain marketable in today’s workforce. This is where adults greatly appreciate – and need – the greater flexibility offered by online-based means of learning. I’m not just talking about graduate programs or continuing studies types of programs here. Rather, I’m hoping that we can move towards providing streams of up-to-date content that learners can subscribe to at any time (and can drop their subscription to at any time). As a relevant side note here, keep your eyes on blockchain-based technologies here.

5) Consider the role of consortia and pooling resources. How might that fit into your strategic plan?

6) Consider why bootcamps continue to come onto the landscape.  What are traditional institutions of higher education missing here?

7) And lastly, if one doesn’t already exist, form a small, nimble, innovative group within your organization — what I call a TrimTab Group — to help identify what will and won’t work for your institution.

 

 

 

 

 

From DSC:
I know Quentin Schultze from our years working together at Calvin College, in Grand Rapids, Michigan (USA). I have come to greatly appreciate Quin as a person of faith, as an innovative/entrepreneurial professor, as a mentor to his former students, and as an excellent communicator. 

Quin has written a very concise, wisdom-packed book that I would like to recommend to those people who are seeking to be better communicators, leaders, and servants. But I would especially like to recommend this book to the leadership at Google, Amazon, Apple, Microsoft, IBM, Facebook, Nvidia, the major companies developing robots, and other high-tech companies. Why do I list these organizations? Because given the exponential pace of technological change, these organizations — and their leaders — have an enormous responsibility to make sure that the technologies that they are developing result in positive changes for societies throughout the globe. They need wisdom, especially as they are working on emerging technologies such as Artificial Intelligence (AI), personal assistants and bots, algorithms, robotics, the Internet of Things, big data, blockchain and more. These technologies continue to exert an increasingly powerful influence on numerous societies throughout the globe today. And we haven’t seen anything yet! Just because we can develop and implement something, doesn’t mean that we should. Again, we need wisdom here.

But as Quin states, it’s not just about knowledge, the mind and our thoughts. It’s about our hearts as well. That is, we need leaders who care about others, who can listen well to others, who can serve others well while avoiding gimmicks, embracing diversity, building trust, fostering compromise and developing/exhibiting many of the other qualities that Quin writes about in his book. Our societies desperately need leaders who care about others and who seek to serve others well.

I highly recommend you pick up a copy of Quin’s book. There are few people who can communicate as much in as few words as Quin can. In fact, I wish that more writing on the web and more articles/research coming out of academia would be as concisely and powerfully written as Quin’s book, Communicate Like a True Leader: 30 Days of Life-Changing Wisdom.

 

 

To lead is to accept responsibility and act responsibly.
Quentin Schultze

 

 

 

Robots and AI are going to make social inequality even worse, says new report — from theverge.com by
Rich people are going to find it easier to adapt to automation

Excerpt:

Most economists agree that advances in robotics and AI over the next few decades are likely to lead to significant job losses. But what’s less often considered is how these changes could also impact social mobility. A new report from UK charity Sutton Trust explains the danger, noting that unless governments take action, the next wave of automation will dramatically increase inequality within societies, further entrenching the divide between rich and poor.

The are a number of reasons for this, say the report’s authors, including the ability of richer individuals to re-train for new jobs; the rising importance of “soft skills” like communication and confidence; and the reduction in the number of jobs used as “stepping stones” into professional industries.

For example, the demand for paralegals and similar professions is likely to be reduced over the coming years as artificial intelligence is trained to handle more administrative tasks. In the UK more than 350,000 paralegals, payroll managers, and bookkeepers could lose their jobs if automated systems can do the same work.

 

Re-training for new jobs will also become a crucial skill, and it’s individuals from wealthier backgrounds that are more able to do so, says the report. This can already be seen in the disparity in terms of post-graduate education, with individuals in the UK with working class or poorer backgrounds far less likely to re-train after university.

 

 

From DSC:
I can’t emphasize this enough. There are dangerous, tumultuous times ahead if we can’t figure out ways to help ALL people within the workforce reinvent themselves quickly, cost-effectively, and conveniently. Re-skilling/up-skilling ourselves is becoming increasingly important. And I’m not just talking about highly-educated people. I’m talking about people whose jobs are going to be disappearing in the near future — especially people whose stepping stones into brighter futures are going to wake up to a very different world. A very harsh world.

That’s why I’m so passionate about helping to develop a next generation learning platform. Higher education, as an industry, has some time left to figure out their part/contribution out in this new world. But the window of time could be closing, as another window of opportunity / era could be opening up for “the next Amazon.com of higher education.”

It’s up to current, traditional institutions of higher education as to how much they want to be a part of the solution. Some of the questions each institution ought to be asking are:

  1. Given our institutions mission/vision, what landscapes should we be pulse-checking?
  2. Do we have faculty/staff/members of administration looking at those landscapes that are highly applicable to our students and to their futures? How, specifically, are the insights from those employees fed into the strategic plans of our institution?
  3. What are some possible scenarios as a result of these changing landscapes? What would our response(s) be for each scenario?
  4. Are there obstacles from us innovating and being able to respond to the shifting landscapes, especially within the workforce?
  5. How do we remove those obstacles?
  6. On a scale of 0 (we don’t innovate at all) to 10 (highly innovative), where is our culture today? Where do we hope to be 5 years from now? How do we get there?

…and there are many other questions no doubt. But I don’t think we’re looking into the future nearly enough to see the massive needs — and real issues — ahead of us.

 

 

The report, which was carried out by the Boston Consulting Group and published this Wednesday [7/12/17], looks specifically at the UK, where it says some 15 million jobs are at risk of automation. But the Sutton Trust says its findings are also relevant to other developed nations, particularly the US, where social mobility is a major problem.

 

 

 

 

The Higher Education Technology Paradox — from edtechmagazine.com by Hank Lucas
The academic rewards system will continue to stymie technology adoption unless higher ed administrators promote organizational change.

Excerpts:

The number one paradox in higher education is that technology is both transforming and disrupting universities around the world. Institutions that adapt to the technology and become content producers will survive and flourish; those confined to being content consumers will struggle to stay in business.

What does it take for a university to develop the kind of materials described above? Obviously, it requires money, but more than money it needs a motivated and committed faculty. The reward system in most institutions and the inherent conservatism of faculty members create a huge barrier to adopting new technologies for education. (Many faculty members are in denial that the technology can improve student learning and that it will be widely implemented.)

How does the reward system impact technology adoption?

  • Assistant professors at research universities are rewarded for publishing scholarly articles and books, which they must do to be granted tenure. They cannot risk the time needed to master the new technologies.
  • Tenured faculty can largely do what they want, and by the time they have received tenure have fallen into a rhythm of research and teaching; once tenured they are expected to undertake more service to the institution. Where does the time come from to adopt a new approach to the classroom?
  • Non-tenure track instructors are employed because they are good, or at least adequate, teachers. Adopting new technology in the classroom is risky and could result in lower student evaluations, which in turn could affect their employment status.

 


From DSC:
This is one of the reasons why I believe that a new organization will arise in the future that uses a solid, team-based approach from day 1. They will have teams of experts from a variety of fields/disciplines — and they will have the types of incentive systems that one would expect to see in startup companies. They will value innovation and will see to it that ideas can be grown and supported.

Anybody come to mind? How about Amazon.com? 

Also, faculty members — like all of us — have a limited amount of time and energy. The current workplace has loaded up faculty members’ job plates — they don’t have much time to experiment with new technologies. Also — again, like all of us — they have a variety of skills and interests. Many times, those skills and interest don’t involve working with technology. 

Look for more team-based approaches to dominate the future of higher education.


 

The Future of Jobs and Jobs Training — from by Lee Rainie and Janna Anderson
As robots, automation and artificial intelligence perform more tasks and there is massive disruption of jobs, experts say a wider array of education and skills-building programs will be created to meet new demands. There are two uncertainties: Will well-prepared workers be able to keep up in the race with AI tools? And will market capitalism survive?

Excerpt:

Machines are eating humans’ jobs talents. And it’s not just about jobs that are repetitive and low-skill. Automation, robotics, algorithms and artificial intelligence (AI) in recent times have shown they can do equal or sometimes even better work than humans who are dermatologists, insurance claims adjusters, lawyers, seismic testers in oil fields, sports journalists and financial reporters, crew members on guided-missile destroyers, hiring managers, psychological testers, retail salespeople, and border patrol agents. Moreover, there is growing anxiety that technology developments on the near horizon will crush the jobs of the millions who drive cars and trucks, analyze medical tests and data, perform middle management chores, dispense medicine, trade stocks and evaluate markets, fight on battlefields, perform government functions, and even replace those who program software – that is, the creators of algorithms.

Several policy and market-based solutions have been promoted to address the loss of employment and wages forecast by technologists and economists. A key idea emerging from many conversations, including one of the lynchpin discussions at the World Economic Forum in 2016, is that changes in educational and learning environments are necessary to help people stay employable in the labor force of the future. Among the six overall findings in a new 184-page report from the National Academies of Sciences, the experts recommended: “The education system will need to adapt to prepare individuals for the changing labor market. At the same time, recent IT advances offer new and potentially more widely accessible ways to access education.”

 

 

In the next 10 years, do you think we will see the emergence of new educational and training programs that can successfully train large numbers of workers in the skills they will need to perform the jobs of the future?

 

 

 

 



From DSC:
The following questions (from the article) might be fodder for initial conversations regarding what changes need to immediately occur within higher education. Those changes might be to establish teams/task forces/etc. charged with answering these kinds of questions.

  • What are the most important skills needed to succeed in the workforce of the future?
  • Which of these skills can be taught effectively via online systems – especially those that are self-directed – and other nontraditional settings?
  • Which skills will be most difficult to teach at scale?
  • Will employers be accepting of applicants who rely on new types of credentialing systems, or will they be viewed as less qualified than those who have attended traditional four-year and graduate programs?

The following section further supports a vision that I’ve been tracking entitled, “Learning from the Living [Class] Room” — where I see the “New Amazon.com of Higher Education” unfolding. Blockchain-based technologies will likely be involved here.

A diversifying education and credentialing ecosystem: Most of these experts expect the education marketplace – especially online learning platforms – to continue to change in an effort to accommodate the widespread needs.  Some predict employers will step up their own efforts to train and retrain workers. Many foresee a significant number of self-teaching  efforts by jobholders themselves as they take advantage of proliferating online opportunities.

Respondents see a new education and training ecosystem emerging in which some job preparation functions are performed by formal educational institutions in fairly traditional classroom settings, some elements are offered online, some are created by for-profit firms, some are free, some exploit augmented and virtual reality elements and gaming sensibilities, and a lot of real-time learning takes place in formats that job seekers pursue on their own.

A considerable number of respondents to this canvassing focused on the likelihood that the best education programs will teach people how to be lifelong learners. Accordingly, some say alternative credentialing mechanisms will arise to assess and vouch for the skills people acquire along the way.

 

 

DC: Many societies around the globe are looking at massive change coming at them. What changes should those of us working in higher education begin to make — immediately? In the longer term?

 



 

 

These respondents suggest that workers of the future will learn to deeply cultivate and exploit creativity, collaborative activity, abstract and systems thinking, complex communication, and the ability to thrive in diverse environments.

 

 



 

Addendum on 5/6/17:

  • How to Prepare for an Automated Future — from nytimes.com by Claire Cain Miller
    Excerpt:
    We don’t know how quickly machines will displace people’s jobs, or how many they’ll take, but we know it’s happening — not just to factory workers but also to money managers, dermatologists and retail workers. The logical response seems to be to educate people differently, so they’re prepared to work alongside the robots or do the jobs that machines can’t. But how to do that, and whether training can outpace automation, are open questions.

 

 

 

 

Key issues in teaching and learning 2017 — from Educause Learning Initiative (ELI)

Excerpt:

Since 2011, ELI has surveyed the higher education teaching and learning community to identify its key issues. The community is wide in scope: we solicit input from all those participating in the support of the teaching and learning mission, including professionals from the IT organization, the center for teaching and learning, the library, and the dean’s and provost’s offices.

 

 

 

From DSC:
When I turned on the TV the other day, our local news station was playing a piece re: the closing of several stores in Michigan, some within our area. Some of the national retail stores/chains mentioned were:

  • Macy’s
    • Macy’s closing 100 stores, including 4 in Michigan
      Excerpt:
      Four Macy’s stores in Michigan are permanently closing in a series of company cuts expected to cost 6,200 jobs. Macy’s announced 68 of the 100 stores it plans to shutter Wednesday, according to CNBC. On the list is the Macy’s at Lakeview Square Mall in Battle Creek. CNBC reports the store opened in 1983 and employs 51 associates. Also on the chopping block is the Macy’s in Lansing, Westland and the Eastland Center in Harper Woods. All four Michigan stores are slated to close by the end of 2017.
    • Sears and Kmart closing 150 stores — from money.cnn.com by Paul La Monica
      Sears is shutting down 150 more stores, yet another sign of how tough it is for former kings of the retail industry to compete in a world now dominated by Amazon.
      .
  • Sears
    • Internet is the new anchor: Woodland Mall Sears closing
      Big box and anchor stores a vanishing species in West Michigan
      Excerpt:
      Despite the best economy in a decade and a nearly 4 percent increase in consumer spending this holiday, the kind of retailers that used to be the draws for shopping malls and plazas are feeling the continuing impact of the internet. The most notable recent victim of the trend is the Sears that has served as an anchor store at Woodland Mall for decades. “We hear rumors every week about what’s going on, but we don’t want to hear that — we’re working there, we don’t want to hear that kind of thing. We didn’t think that was going to happen to us. We were doing pretty good,” said 52-year-old Marty Kruizenga, who worked at the Sears Automotive at Woodland Mall. He was told Wednesday morning his store was closing.
      .
  • The Limited
    • The Limited just shut all of its stores — from money.cnn.com by Jackie Wattles
      Excerpt (emphasis DSC):
      American malls just got emptier.
      The Limited, a once-popular women’s clothing brand that offers casual attire and workwear, no longer has any storefronts. On Saturday [1/7/17], a message on the store’s website read, “We’re sad to say that all The Limited stores nationwide have officially closed their doors. But this isn’t goodbye.” The website will still be up and running and will continue to ship nationwide, the company said.

      The Limited is among a long list of brick-and-mortar retailers that once thrived in malls and strip shopping centers — but are now suffering at the hands of digital commerce giants like Amazon (AMZN, Tech30) and fast fashion stores such as H&M and Forever 21.
      .
  • And another chain that I don’t recall…

Here’s a snapshot I took of the television screen at the end of their piece:

 

The warnings were there but people didn’t want to address them:

 

Amazon is taking an increasing share of the US apparel market, according to Morgan Stanley. 

 

 

Also regarding Amazon, see this interesting prediction from Jack Uldrich:

 

 

Below is a quote from a Forbes.com article entitled “Here’s What’s Wrong With Department Stores

Are Department Stores Dead?  Not yet. But they could kill themselves, under the weight of “we’ve always done it this way”. Tweaks in omni-channel strategy aren’t going to be enough to address the fundamental issues at department stores. Not with the way these trends are heading.

 

 

Along the lines of the above items, many of us can remember the Blockbuster stores closing in our areas not that long ago — having been blown out of the water by Netflix.

 

 

Although there are several lines of thought that could be pursued here (one of which might be to discuss the loss of jobs, especially to our students, as many of them work within retail)… some of the key questions that come to my mind are:

  • Could this closing of many brick and mortar-based facilities happen within higher education?
    .
  • With the advent of artificial intelligence and cognitive computing, will the innovations that take place on the Internet blow away what’s happening in the face-to-face (F2F) classrooms? As Thomas Frey asserts, by 2030, will the largest company on the internet be an education-based company that we haven’t heard of yet?
    (NOTE: “Frey doesn’t go so far as to argue education bots will replace traditional schooling outright. He sees them more as a supplement, perhaps as a kind of tutor.”)

    .
  • Or, because people enjoy learning together in a F2F environment, will F2F classrooms augment what they are doing with what’s available online/digitally?
    .
  • Will the discussion not revolve around online vs F2F, but rather will the topic at hand be more focused on how innovative/responsive one’s institution is?

 


Also relevant/see:

Attention University Presidents: A Press Release From the Near Future — from futurist Jack Uldrich
(Emphasis added below by DSC)

(Editor’s Note: Change is difficult. This is especially true in organizations that have heretofore been immune to the broader forces of disruption–such as institutions of higher learning. To shake presidents, administrators, and faculty out of their stupor I have drafted the following fictional press release. I encourage all university and college presidents and their boards to read it and then discuss how they can–and must–adapt in order to remain competitive in the future.)

PRESS RELEASE (Fictional Scenario: For Internal Discussion Only)

(Note: All links in the press release highlight real advances in the field of higher education).

State College to Close at End of 2021-2022 Academic Year
Washington, DC – December 16, 2021 — State College, one of the country’s leading public universities, has decided to cease academic operations at the end of the 2021-22 school year.

rest of fictional press release here –>

 


 

Last comment from DSC:
I don’t post this to be a fear monger. Rather,  I post it to have those of us working with higher education take some time to reflect on this situation — because we need to be far more responsive to change than we are being. Given the increasingly rapid pace of change occurring in our world today, people will have to continue to reinvent themselves. But the difference in the near future will be in the number of times people have to reinvent themselves and how quickly they need to do it. They won’t be able to take 2-4 years off to do it.

Let’s not get blown out of the water by some alternative. Let’s respond while we still have the chance. Let’s be in touch with the changing landscapes and needs out there.

 


 

Addendums:

Colleges need to adapt to meet the changing demographics and needs of students, rather than expect them to conform to a tradition-loving system.

“Unless we become more nimble in our approach and more scalable in our solutions, we will miss out on an opportunity to embrace and serve the majority of students who will need higher education and postsecondary learning,” says the report. Later it underscores that “higher education has never mattered so much to those who seek it. It drives social mobility, energizes our economy, and underpins our democracy.”

 

 

WHEN education fails to keep pace with technology, the result is inequality. Without the skills to stay useful as innovations arrive, workers suffer—and if enough of them fall behind, society starts to fall apart. That fundamental insight seized reformers in the Industrial Revolution, heralding state-funded universal schooling. Later, automation in factories and offices called forth a surge in college graduates. The combination of education and innovation, spread over decades, led to a remarkable flowering of prosperity.

Today robotics and artificial intelligence call for another education revolution. This time, however, working lives are so lengthy and so fast-changing that simply cramming more schooling in at the start is not enough. People must also be able to acquire new skills throughout their careers.

 

 

 
Amazon is going to kill more American jobs than China did — from marketwatch.com
Millions of retail jobs are threatened as Amazon’s share of online purchases keeps climbing

 

 

 

The Few, The Proud, the Unusual — by Jack Uldrich

Excerpt:

An army of ants is an awe-inspiring and efficient force of nature. While each ant is individually small, collectively they accomplish amazing things—provided they have a sufficient source of food. The same is true of today’s modern corporation—if it has a profitable source of revenue. Alas, when the food or the money dries up, both the army and the corporation are endangered.

To protect themselves, ants rely on a unique sub-group of “pioneer ants.” Their sole job is to move out away from the main army in search of the next source of food. In this way, the pioneers act as a hedge against the possibility of being caught without a future source of food.

Every organization should also have at least a few “pioneers ants” whose single job is to identify future opportunities. To ensure these individuals have the best chance of success, I have outlined a series of unusual characteristics that I believe will bolster their odds of success–and, thus, your success…

 

 

Every organization should also have at least a few “pioneers ants” whose single job is to identify future opportunities.

 

 

 

LinkedIn announced several things yesterday (9/22/16). Below are some links to these announcements:


Introducing LinkedIn Learning, a Better Way to Develop Skills and Talent — from learning.linkedin.com

Excerpt (emphasis DSC):

Today, we are thrilled to announce the launch of LinkedIn Learning, an online learning platform enabling individuals and organizations to achieve their objectives and aspirations. Our goal is to help people discover and develop the skills they need through a personalized, data-driven learning experience.

LinkedIn Learning combines the industry-leading content from Lynda.com with LinkedIn’s professional data and network. With more than 450 million member profiles and billions of engagements, we have a unique view of how jobs, industries, organizations and skills evolve over time. From this, we can identify the skills you need and deliver expert-led courses to help you obtain those skills. We’re taking the guesswork out of learning.

The pressure on individuals and organizations to adapt to change has never been greater. The skills that got you to where you are today are not the skills to prepare you for tomorrow. In fact, the shelf-life of skills is less than five years, and many of today’s fastest growing job categories didn’t even exist five years ago.

To tackle these challenges, LinkedIn Learning is built on three core pillars:

Data-driven personalization: We get the right course in front of you at the right time. Using the intelligence that comes with our network, LinkedIn Learning creates personalized recommendations, so learners can efficiently discover which courses are most relevant to their goals or job function. Organizations can use LinkedIn insights to customize multi-course Learning Paths to meet their specific needs. We also provide robust analytics and reporting to help you measure learning effectiveness.

 

linkedinlearning-announced-9-22-16

 

 

LinkedIn’s first big move since the $26.2 billion Microsoft acquisition is basically a ‘school’ for getting a better job — from finance.yahoo.com

Excerpt:

Today, LinkedIn has launched LinkedIn Learning — its first major product launch since the news last June that Microsoft would be snapping up the social network for $26.2 billion in a deal that has yet to close.

LinkedIn Learning takes the online skills training classes the company got in its 2015 acquisition of Lynda.com for $1.5 billion.

The idea, says LinkedIn CEO Jeff Weiner, is to help its 433 million-plus members get the skills they need to stay relevant in a world that’s increasingly reliant on digital skills.

 

 

 

LinkedIn’s New Learning Platform to Recommend Lynda Courses for Professionals — from edsurge.com by Marguerite McNeal

Excerpt:

Companies will also be able to create their own “learning paths”—bundles of courses around a particular topic—to train employees. A chief learning officer, for instance, might compile a package of courses in product management and ask 10 employees to complete the assignments over the course of a few months.

LinkedIn is also targeting higher-education institutions with the new offering. It is marketing the solution as a professional development tool that can help faculty learn how to use classroom tools such as Moodle, Adobe Captivate and learning management systems.

 

“Increasingly predictions of tech displacing workers are coming to fruition,” he added. “The idea that you can study a skill once and have a job for the rest of your life—those days are over.”

 

 

 

LinkedIn Learning for higher education

 

 

 

Accelerating LinkedIn’s Vision Through Innovation — from slideshare.net

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LinkedIn adding new training features, news feeds and ‘bots’ — from finance.yahoo.com

Excerpt:

LinkedIn is also adding more personalized features to its news feed, where members can see articles and announcements posted by their professional contacts. A new “Interest Feed” will offer a collection of articles, posts and opinion pieces on major news events or current issues.

 

 

 

 

 

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