70:20:10 summit, sao paulo 260617 - charles...

Making the 70:20:10 Model and

MethodologyWork

70 20 10

PERLI GANANG


4

The Western DesertClifford Possum Tjapaltjarri

the ultimate

Social Learners

through

Storytelling


Virtual Reality

Mobile Networks Autonomous Robotics

Autonomous Vehicles

All images © Qualcomm Inc.


uses the ‘20’ in 70:20:10

Extracting learning from work through Storytelling

Qualcomm’s ‘52 Weeks’ programme

Weekly email:

Storytelling approach

Shares information, communicates and reinforces culture, values, attitudes and behaviours

On-boards new employees

Managed by the Qualcomm Learning Center


The Essence of 70:20:10


7020

10

A METHODOLOGY to solve human-centric business problems

A MODEL to help increase individual, team and organisational performance

A TOOL to help re-focus from learning (input) to performance (output)

A MINDSET to help support learning where most of it happens – in the workflow

WHAT 70:20:10 IS


WHAT 70:20:10 IS NOT

a new interface for traditional training

a learning theory

a fixed ratio

a way to keep different learning approaches separate ©2014 Adam Weisblatt


70:20:10 is not the same as ‘blended learning’

10+


11

70:20:10 Evolutionary Approach

Sales force changed from ‘handy delivery service’ to consultative role; advising and educating customers

1. Migrated Sales training from classroom to flexible eLearning

2. Rapid eLearning development

3. Supporting Sales training in the field - the ‘70’ and ‘20’ with flexible ‘10’

Outcomes

Rapid development & deployment of content

Repurposing individual eLearning for group-based use facilitated by line leaders

Integrated with learning journal activities

Courses to Resources

70

Supporting high performance and

organisational learning embedded in daily work

20Supporting high

performance and organisational learning across teams and the

organisation

10Supporting high

performance through formal

learning

Organisational

Outcomes

Core actions within 70:2010


it’s all about the

performance

with 70:20:10

it’s always

focused on the

performance

How do people learn to play music?

14

15

10

Formal learning


20

Learning together


70

Learning by experience


Gary Marcus, Professor of Psychology and Neural Science, New York University

deliberate practice

‘stepping outside your comfort zone with a constant sense of self-evaluation and focusing on one’s weaknesses.’

Anders Ericsson


How important is formal training

in building high performance?


TaskHow do I do this?

ConceptsWhat are the core

principles?

ContextWhat are the core processes?

Networks, Processes & Performance Support20+70

Training 10

On-Demand(need to access / find)

Memorisation(need to know)

Familiarisation(need to recognise)

mostly 20 + 70mostly 10

Formal Training has a Role

Training / formal learning can help here


How important is it to learn to read music notation before composing orchestral music?


Composer of >100 soundtracks with a couple of piano lessons

Pirates of the Caribbean The Lion King Gladiator The Last Samurai Batman: The Dark Knight


27

Piano roll technology is contemporary performance support for

sheet music.

Zimmer uses ‘70’learning

All content © 2016 Charles Jennings / 70.20.10 institute except where stated.Not to be reproduced in any format without written permission. Photograph ‘Red Arrows’ by Charles Jennings

70:20:10 helps

rethink the

ways we build

High Performance


High performance is much more than knowledge and skills

All content © 2016 Charles Jennings / 70.20.10 institute except where stated.Not to be reproduced in any format without written permission. © REUTERS / Alamy Stock Photo

you don’t win a football tournament by just learning

ball placement theory

“On-the-job learning is more important for workers' development than formal training".

Professor Andries de Grip Director of the Research Centre for Education and the Labour Market (ROA) and Professor of Economics at the School of Business and Economics,

Maastricht University.


Are you supporting a culture of continuous improvement in your organisation?

Rethinking Development Approaches for High Performance


Are your people encouraged to reflect and learn from their day-to-day experiences?



Are your managers rewarded or recognised for developing their people?



Do your people have easy access to resources and tools in the workplace to help them do their jobs?



70:20:10approaches exploit

all of these


Learning in order to Worklearning focus

Working in order to Learnperformance focus

70:20:10flips learning


Learning is likely to be

more effective the closer it

occurs to the point of use


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The Impact of a 70:20:10 Strategy


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Research suggests organisations using 70:20:10 outperform others


70 + 20

findings from the Corporate Leadership Council study

“Managing for High Performance and Retention”

© Corporate Executive Board. All Rights Reserved

Used with permission

Employee Performance Employee Engagement

FormalTraining only

On-the-JobLearning

Impact of Extending Learning into the Workplace*

300%

100%

262%

100%

“Those learning activities that are integrated into manager

and employee workflow have the largest impact on

employee performance

Those learning activities that are distinct events separate

from the day-to-day job have less impact””


https://towardsmaturity.org/2016/02/02/in-focus-702010100-evidence-behind-numbers/


Organisations looking to support learning directly in the flow of work are more likely to report business benefits than those who are not.*

Does 70:20:10 WORK?

*Comparing those who strongly agree with the fact that they are using new models to

help embed learning into the workflow, with those who strongly disagree

3x more likely to report an

improvement in staff motivation

(27% vs 8%)

(42% vs 18%)

2x more likely to report a customer

satisfaction increase

4x more likely to report that they are

responding faster to business change

(30% vs 7%)

Data drawn from the 2015 Towards Maturity Benchmark Research June-August 2015

“70+20+10=100 the evidence behind the numbers”Sample: >600 leaders in L&D + 1,600 learners

70 + 20 + 10


Making 70:20:10 work

All content © 2016 Charles Jennings / 70.20.10 institute except where stated.Not to be reproduced in any format without written permission. Photograph: ‘Skyline' by C Martin/Flickr. Licenced under CC BY NC-2.0

Photograph: ‘Sydney' by C Jennings © 2016

70:20:10 Across Cultures and Verticals

US Financial Services

British Financial Information

German Energy

Australian Government

Russian Gas/Energy

British Telecoms

Danish Learning / Play

US/China Retail


government departmentshi-tech companies

consultancies / integratorsbanks and financial

institutionsmanufacturers

telecom operatorslegal partnershipsaircraft industries

gas and oilshippingretailers

medical and pharmaceuticalinformation companies

postal servicesinsurance

training providers

All content © 2016 Charles Jennings / 70.20.10 institute except where stated.Not to be reproduced in any format without written permission. 47

Examples of 70:20:10 in use

social support for engineers

Reflective Practice

#BeMore Connected Learning

Storytelling

Learning PrinciplesLearning Strategy

Team-Leader Led Learning

Culture Change


Transforming Culture at Citibank using 70:20:10

“We must increase organizational learning and employee engagement. Our employees need to learn how to take control of their own development”

Citibank CEO, EMEA2014


From: To:

70:20:10 3Es – EXPERIENCE : EXPOSURE : EDUCATION

‘Continuing Education’ by Phil Sexton CC-BY-2.0 / Flickr


Gold Award2017 Innovation in Learning

From Courses to Campaigns


30-day Development Challenge

Objective: to challenge people to perform everyday activities differently and to form new habits.

#BeMore campaign


The 30 Day Development Challenge

54

1. Take action

2. Reflect and share

3. Get inspired and learn more


#BeMore campaign


Charles JenningsDuntroon Associates

4 October 2011

Transforming Learning at Reuters to Deliver Value


From ‘Push’ to ‘Pull’

Collaborative/Social

Personalised

Self service

User generated

Flexible (mobile and ‘e’)

New media (video, immersive)

Supporting the New World of Work

Reuters 70:20:10 Strategy

Photographs © Reuters, used with permission

Learning every day – through your job, others and in formal ways


• Apply new learning in real situations

• Use feedback to try a new approach to

an old problem

• New work within role

• Increased span of control

• Solving problems in role

• Increased decision making

• Champion and/or manage changes

• Cover for others on leave

• Exposure to other departments/roles

• Take part in project or working group

• Coordinated swaps or secondments

• Stretch assignments

• Interaction with senior management,

e.g.: meetings, presentations

• Day to day research, web browsing

• Leadership activities, e.g.; lead a team,

committee membership, executive

directorships

• Cross functional introductions,

site/customer visits

• Research and apply best practice

• Apply standards and processes, e.g. Six

Sigma

• Work with consultants or internal experts

• Internal/external speaking engagements

• Budgeting, Interviewing

• Project reviews

• Community activities and volunteering

Reuters learning approach is based on the 70:20:10 principles.

Learning occurs through work on the job, from others, and in formal ways.

Learning remains theory unless it’s used, hence the focus on the 70% ‘on the job’ - the source of most learning and the place it is put into practice.

70% LearningOn the Job

• Informal feedback and work debriefs

• Seeking advice, asking opinions,

sounding out ideas

• Coaching from manager/others

• 360 feedback

• Assessments with feedback

• Structured mentoring and coaching

• Learning through teams/networks

• External networks/contacts

• Professional/ Industry association

involvement or active membership

• Facilitated group discussion, e.g.:

Action Learning

20% Learning through Coaching, Feedback,

Networks

• Courses, workshops, seminars

• eLearning

• Professional qualifications/

accreditation

• Certification

• Formal education, e.g.: University

10% Formal Learning

10%

20%

70%


60

Reuters

70:20:10 development planning


World’s Largest Library of over 7,000 Business Book Summaries

5 page abstracts

8 minute audio abstracts

Virtual business forum

Supports coaching and

leadership development

Reuters

Supporting the ‘70’

for managers and team leaders


Reuters


for customer operations and service

Reduced costs by 20% Increased productivity by 40%

BPG recognises who you are and what you are doing

BPG delivers the right information in the right format in real-time.

PBG guides you step-by-step to the desired outcome for each customer call as needed. “GPS” for the

desktop.


Reuters


for technical teams

Reduced the need for technical trainingIncreased responsiveness and accuracyIncreased team working effectiveness

technical team ‘pizza sessions’

2-hour ‘conversations’

to share technical expertise

focused on challenging projects

sessions managed and ‘facilitators’ coached by L&D team

collaborativepeer networks

ongoing supportjust-in-time

impact


70:20:10 Methodology

Published in English, Dutch & Korean 315 pages50+ checklists & guides

Amazon version


70:20:10 MethodologyPerformance MindsetFive New Roles

All content © 2017 70.20.10 institute except where stated.Not to be reproduced in any format without written permission.


Performance Detective

Performance Architect

Performance Master Builder

Performance Game Changer

Performance Tracker


Business analysis Performance analysis Influence analysis

Performance Detective


Measurements

Business improvement interventions, including consultancy

Performance Tracker

Performance Master Builder Performance Architect Performance Detective


7020

10

CriticalTasks

Organisational Results

Environmental Influences

Pull

Push


Measurements


Performance Tracker



7020

10

CriticalTasks



Pull

Push• National

• Ranking

• Customer

satisfaction

• Measurable

improvement

• Client

• reception

• Hospitality

tasks

• Problem

solving

• Information

flows

• Organise

Customer

processes…

• Lack of

information

• White space

processes

• Infrastructure

issues


Designs the 100 Performance design with

the result in mind

Performance Architect


Starts with critical tasks Co-creates effective solutions

Performance Master Builder


Measurements


Performance Tracker



7020

10

CriticalTasks



Pull

Push• National

• Ranking

• Customer

satisfaction

• Measurable

improvement

• Client

• reception

• Hospitality

tasks

• Problem

solving

• Information

flows

• Organise

Customer

processes…

• Lack of

information

• White space

processes

• Infrastructure

issues

• Online community

• Informal support meetings

• Visit other teams

• Share learned lessons

• Coaching on the job

• Improvement projects (PDCA,

lean, environmental factors

(infrastructure, reception etc),

• Day starts

• Performance support/job aids

• Managers support

• Customer Service Award/Cake

• Customer journey

• Client involvement/participation• Customer

service training

basics

• Microlearning how to

handle complains


Focuses on new mindsets Structures solution implementation Connects to organisational culture



Identifies stakeholder metrics Produces measurement plan &

reports performance improvement

Performance Tracker


70:20:10 is a Journey



Value creation through 70:20:10

Business Focus

Optimum Solutions

Learning and

Working Integrated

Creating Positive Business

Cases



70:20:10 Journey

Inspire Implement Improve



70:20:10 Journey

70:20:10 Inspiration

70:20:10 Current Situation

Scan

Inspiration via: Focus groupsWorkshopsWebinars

70:20:10 Strategic Vision

and Plan

70:20:10Stakeholder

Sessions

70:20:10Pilot Projects

70:20:10Expert programme

(plus other programmes)

70:20:10 Implementation

plan

70:20:10 Community

70:20:10-proofOrganisation, processes & services

70:20:10Community

70:20:10 Dashboard

70:20:10 Structure for

L&D/HR departments

70:20:10 Improvement approach

70:20:10Improvement

projects

Inspire Implement Improve

70:20:10 journey model © 70:20:10 Institute


Inspire

Implement

Improve

70:20:10Stakeholder

sessions

70:20:10 Strategic vison and plan

70:20:10 Scan

(measurement)

70:20:10Pilot Projects

70:20:10Expert Programmes

70:20:10 Implementation

plan

70:20:10Supporting programmes / communities

70:20:10 Dashboard

70:20:10Improvement projects

Year 1 Year 2 Year 3 All content © 2017 70.20.10 institute except where stated.Not to be reproduced in any format without written permission.



Benefits of 70:20:10 Journey

• New strategic vision for learning

• New processes, based on new 70:20:10 services

• Improved (internal) client commitment and stakeholder buy-in due to real business impact from using 70:20:10 methodology

Friesland Campina – World’s largest dairy co-operative, Netherlands



Business Impact

• Five 70:20:10 projects delivering approx. EURO200,000 business value (initially – more expected) – reported by internal client

• 70:20:10 playing a key role in large safety and production programmes.

• Improving performance; reducing absenteeism as training reduced by 50% (mainly due to Performance Detective role, task analysis and co-creating performance support solutions).

• L&D coaches already report that more than 90% of training demands are re-directed to other solutions, with greater impact

Friesland Campina – World’s largest dairy co-operative, Netherlands

Learning

Provider

Learning

ProviderValue

Creator

Value

Creator

Order

Taker

Order

TakerPerformance

Provider

Performance

Provider

HR(D)

Strategic

Business

Operational

Learning value

Learning alignment Business Alignment

Business value

New Book in PressFall, 2017

New Value Creators:Four Business Models that Redefine L&D


The 70:20:10 Institute works collaboratively with organisations across the world to help exploit the potential of 70:20:10

Development programmes:70:20:10 Expert Programme70:20:10 Introductory Programme (online)

Partnership programmes: Business Partners Organisational Partners Service Partners

70:20:10 Roadmap: Inspire – Implement – Improve

702010institute.com

Please contact us if you would like to discusshow the Institute can help your organisationor if you would like to discuss partnering withus.

[email protected]

[email protected]

70:20:10 summit, sao paulo 260617 - charles...

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