Unlocking learning beyond the corporate LMS

Sana的总裁Jon Lexa如何看待学习和知识管理的未来

丽塔代理

战略学习伙伴经理

众所周知，学习技术会带来巨大的承诺，尤其是在bwin足球平台方面. 但它真的实现了吗?

I sat down with Sana’s President Jon Lexa for a wide-ranging discussion. 我们讨论了学习管理系统(LMS)的演变和局限性。, its relationship to knowledge management, 和 why the true power of AI lies at the intersection of the two.

一个分散的行业. 职场学习的演变.

Rita: Learning is a multi-billion dollar industry, yet L&D仍然觉得服务不足. 你认为为什么会出现这种情况?

Long-story short: to underst和 how L&D has become a multi-billion dollar industry, 你需要考虑宏观经济转型对中层管理的影响. 这是不得已而为之.

I trace the story as far back as the post-war, Eisenhower-era USA. 当时, 组织雇佣层层中层管理人员来协调下级员工的生产. 这些新增加的中层劳动力需要支持来提供他们的新工作. So companies invested in upskilling workers, helping them to rise up the ranks.

拿IBM, 例如:在那时, a middle-aged employee might have spent more than four years in fully paid, ibm提供培训. 这种学习方法虽然很昂贵，但并没有仔细审查投资回报. Overall economic optimism remained strong, so analysis wasn’t deemed necessary.

快进到八九十年代. 这几十年来，经济衰退和扩张的过山车正如火如荼地进行着. 新兴的中层管理阶层正在为自己在管理层的地位而斗争. Companies were cutting costs by rapidly off-shoring manufacturing. Tech entrepreneurs were becoming a powerful force. 在学习上的投资变成了事后的想法——这是公司无法放弃的. 同时，L&D was finding it harder 和 harder to measure impact.

学习并没有跟上其他技术变革的步伐，因为如果没有明确的投资回报，行业不会冒险投资突破性的技术. 这使得该行业的预算分配非常庞大，而且没有明确的差异化技术来创造价值. 结果? 学习供应商营销团队围绕相同的底层技术展开新的活动. “尝试适应性学习”，“购买LXP”，“现在集成以实现工作流程中的学习”!’ L&D团队处于一个支离破碎、无结构的学习环境中，没有工具来证明学习的真正价值.

Today, we know that investing in an employee’s learning is incredibly important. We also know that employers have to solve broader challenges, 比如在分布式团队中工作，管理心理健康和员工健康. 他们必须在比以往更大的规模上做到这一点，使用更多种类的工具和框架. With so many different needs 和 end users, it’s no wonder the L&D l和scape has become unstructured 和 fragmented.

学习vs知识. 未解决的紧张关系.

Rita: Learning might not be getting enough attention, but knowledge management has been in the spotlight for years now. 学习管理和知识管理在工作场所有什么区别?

的知识管理市场 7比7大吗学习管理市场. Skipping the practical reasons behind why for now, let’s start with semantics.

Learning implies a difficult 和 time-consuming process. This is not just from the learner’s perspective of developing skills, but also from the educator’s perspective of developing a curriculum. 微调评估, 标准化得分, 为课程设定日期, 以此类推，这需要时间. Learning is an action, it’s something I do. It starts at some point 和 ends at another. 日期暗示了一种结构，这种结构每次建立起来都需要投资.

In stark contrast, knowledge exists whether I do something about it or not. Whether it’s in someone’s head, or in a system, it sits somewhere. I don’t have to work too hard to access that knowledge. 我可以问别人一个问题，我可以搜索，我可以随时查阅知识. In comparison with learning, the barrier to entry is extremely low.

Companies invest differently in the two. 例如, 通过购买两个独立的系统:知识管理系统(KMS)和学习管理系统(LMS). Each has their own APIs, architecture, buyers, end users, 和 features. 的 irony is that two vastly different investments have very similar end goals, giving employees the information assets they need to get the job done.

如果我们从结果的角度来看待它——我们如何以最有效的方式获得员工工作所需的信息——那么对我来说，为什么学习和知识的管理方式如此不同就没有意义了. 这些平台类别(LMS和KMS)无法为彼此的用例提供服务. Knowledge management tools aren’t able to drive learning in a structured way. 学习管理工具不能提供对易于组织和发现的知识资产的快速访问. This is the gap 和 the innovation opportunity we see today. To bridge knowledge management 和 learning management 和创造一些全新的东西.

一部分是大师，一部分是向导. bwin足球平台是最终的推动者.

丽塔:知识和学习管理系统的创新究竟将如何弥合差距? 体验是什么样的?

在Sana，我们相信bwin足球平台和出色的用户体验可以弥补这个差距.

假设我是D&我是一家发展迅速的公司的经理. 我想开设一门关于在高层领导中增加性别多样性的课程. I’m an expert in this particular topic, but I’m inexperienced in activating that knowledge, in turning it into effective learning material. In this scenario, Sana can support me in several ways. I can select a course template with an engaging 和 effective structure. 然后我可以让Sana根据我写的内容生成准确的选择题和相关的摘要. I can even ask Sana to write some paragraphs for me if I get stuck, translate the course into another language, 和 convert it to a live workshop format. This saves me so much time 和 potential stress. 这样就省去了L&D组也有无数的制作时间.

Now imagine I assign this course to the relevant managers. A few weeks later, one of them has a question about inclusivity best practice. 不用问我，他们可以走了直接去萨那. 用他们自己的话来说, 他们可以输入他们想知道的东西, 和 Sana will give them the exact answer—in natural language. It can even search through the transcript of the D&我们举办并录制了一次研讨会. 这比他们在知识管理系统中搜索自己要快得多，也准确得多.

That said, we recognize that teams use different tools. And that company knowledge lives all over the place — in Slack messages, 驱动文件, 概念文档, 等. 我们想要处理这个问题而不是反对. 因此，如果你将Sana的bwin足球平台与公司的应用程序集成，一切都可以搜索.

And this is what we mean when we talk about the power of AI. Sana是部分大师, part guide — an omnipresent partner to help unlock knowledge, 反过来, 鼓励学习.

这不仅仅是科技的问题. 文化也很重要.

Rita: You’re painting a picture of an incredible decentralized learning culture. 但是，许多组织仍然以自上而下的方式提供学习和知识. Course creation, training content—so much isn’t shared. How does this affect company-wide perceptions of learning?

很好的问题. 在自上而下的学习文化中, 提供培训的人可能不是对这个话题最感兴趣的人. We’ve all been in the room when this happens; it’s demotivating. 最坏的情况是，它会让人觉得学习对企业的成功并不重要. Because if it were, the experiences would be more engaging, right?

When companies only rely on top-down learning, 他们错过了一个重要的机会:让他们的热情和忠诚的专家分享他们的最佳实践. When we empower Subject Matter Experts to lead training, L&D转向更具战略性的角色. 主动学习成为常态，员工可以找到问题的解决方案，而无需等待其他人的许可.

丽塔:这种分散的结构会如何影响公司对学习技术的选择?

它把用户体验前面和中间. 如果你想让那么多员工分享知识并进行培训, the tech needs to be super easy to use. 期.

未来. 知识解锁.

Rita: So where does this leave the corporate LMS?

在未知的领域. When there’s no tension between learning 和 knowledge management, companies will have a tech stack that acts as their company’s brain. 把它想象成一个不断扩大的真理来源，因为你的员工不断增加并从中发现更多.

And the best part is that it’s all happening in one place. All the learning programs 和 structured training are still there. But they have a life beyond the one time someone completes them.

我喜欢用另一种方式来描述它:我们希望学习成为一种日常的活跃体验，而不是传统的每月活跃体验. We want companies learning 和 sharing knowledge, 每一天, so that they can solve the world’s most important problems, 快. 这些知识今天已经存在于我们的头脑中，在我们的笔记中，在演示文稿中，在手册中. 我们只是还没有弄清楚如何有效地捕捉和分享它，让每个人都能从中受益. Think what Google did for the internet’s knowledge. That’s what we aim to do for every company in the world.