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A
A
I
still
think
that
to
respect
the
time
of
everyone,
who's
joined
on
time,
let's
just
get
started.
Thank
you.
Everyone
for
joining
this
month's
hr
special
interest
group
meeting.
This
is
going
to
be
an
interesting
session
just
to
add
some
context
to
to
the
session
today.
One
of
the
things
that
I
am
consistently
hearing
from
every
customer,
every
cio,
every
chro
that
I
talk
to
is
the
challenge.
When
it
comes
to
talent,
hiring
good
quality
talent
is
a
challenge.
A
So
which
brings
us
to
the
topic
of
today,
which
is
learning
right.
So
how
do
you
groom
talent
internally
to
become
or
to
acquire
great
skills,
which
is
to
enable
a
culture
of
learning
enable
provide
opportunities
for
your
existing
people
in
your
organization
to
kind
of
learn
and
get
better
and
acquire
new
skills
and
stuff
like
that?
So
I
was
actually
reading
one
of
the
articles
on
harvard
publishing
and
that's
where
I
kind
of
stumbled
onto
the
article
done
by
valerie
who's.
A
A
Done
so,
I
had
asked
if
she
can
actually
take
some
time
and
talk
to
us
about
the
entire
initiative
about
what
she
learned
as
part
of
the
initiative.
What
is
some
of
the
things
that
we
can
take
away
from
her
experience
to
our
organization
so
that
we
can
create
that
culture
and
at
least
address
or
solve
this
challenge
of
getting
the
right
talent
within
the
organization
to
some
extent?
A
B
Thanks
thanks
vacation
thanks
in
this
community,
just
to
have
me
around,
you
know
it's!
It's
always
you
know
it's.
It's
always
absolute
pleasure
to
connect
with
people
from
your
community
and
then
mukesh
came
up
to
me
saying
that
you
know
you.
We
want
to
kind
of
share
this.
I
was
like
more
than
happy
to
jump
onto
it
because
it's
like
it's
also
a
learning
opportunity
for
me
so
and
and
just
to
introduce
myself.
B
I
am
working
with
mahindra
group
as
a
general
manager
group
hr,
leading
their
digital
learning
initiatives,
and
that's
this
that's
exactly
who
I
am.
I
love
learning
passionate
about
it.
To
some
extent,
people
consider
me
as
a
teacher
when
they
sometimes
meet
me,
but
I'm
not
really
a
teacher,
but
I'm
more
an
instructional
designer
by
core
just
some
ground
rules.
I
know
in
the
world
of
zoom
we
just
don't
like
to
switch
on
cameras.
B
A
A
B
B
Great,
so
I'm
assuming
that
that's
that's
really
great.
Thank
you.
So
much
for
agreeing
to
switch
on
your
camera.
Just
some
light
faces
I'll
quickly
share
my
screen
and,
let's
make
it
very.
You
know,
discussion,
oriented
interactive
because
I'm
here
to
learn
so
while
you
I
have
created
a
deck,
I
think
more
of
it
is
about
learning
from
everybody
over
here.
B
When
we
really
talk
about
this
developing
new
learning
habits
you
need
to
through
the
presentation,
you
will
see
that
we
are
talking
about
a
change
in
the
way
we
are
learning
also
in
the
way
we
are
presenting
the
learning
to
the
learner,
and
I'm
like
preaching
to
the
choir
over
here
I
mean
you
guys
are
experts
in
what
we're
saying.
However,
what
I
have
is
some
best
practices
that
we've
curated
across
the
minder
group
and
sharing
with
you.
What
has
worked
for
us?
B
B
A
A
B
B
Give
me
an
outcome
based
learning
and
that's
what
has
put
you
and
me
into
into
such
boardrooms
and
discussions
where
we've
become
so
important
and
if
and
and
interestingly,
there
are
no
other
options.
Are
there
any
other
options
that
you
would
want
to
add
in
the
chat,
because
I'm
also
kind
of
adding
this
to
my
repository
of
any
challenges
that
you
face
or
any
expectations
that
you
have
in
your
leaders?
Organizations
if
you
have
anything
on
chat
that
you
would
want
to
share.
A
So
I
have
one
yes
a
lot
of
times.
What
I
see
is
leaders
want
everyone
else
to
learn,
but
leaders
themselves
don't
want
to
attend
any
of
the
learning
sessions,
so
that
actually,
in
my
opinion,
is
the
biggest
challenge,
because
if
the
employees
don't
see
leaders
actually
attending
those
sessions
and
learning
the
employees
feel
that
you
know
they
also
have
the
right
to
not
attend
and
not
take
the
learning
exercise
seriously.
B
Right,
I'm
very
well
articulated
and
I'm
glad
you
brought
this
up
and
we
call
it
walk
the
talk
for
the
leaders
right
and
what
we
say
is
but
pre-covered
they
were
okay,
just
to
come
and
do
ribbon,
cutting
and
say
you
know
what
here
they
started.
It's
it's
you
now,
you
please
hand
handed
them
back
to
the
learning
team
and
say
you
know
you
learn
while
now
the
expectation
is
whatever
you
expecting
us
to
do.
B
A
A
B
A
A
That's
again,
just
my
observation,
based
on
my
and
the
people
around
me,
their
experience
first
thing
richard
says:
leaders
sometimes
not
able
to
articulate
the
needs
for
their
team
they're,
also
not
able
to
align
with
business
strategies
in
the
long
term.
It's
also
a
very
valid
challenge
that
a
lot
of
times
learn
a
learning,
lnd
organization,
space.
A
A
B
Fantastic,
so
we
have
got
top
three
runners
over
here,
which
says
you
know.
Work
is
prioritized
over
learning
by
the
manager,
learners,
don't
have
time
or
don't
don't
have
intention.
So
can
I
club
into
one
don't
have
time
and
don't
have
intention
and
the
other
is
maybe
the
leader
himself
is
not
able
to
articulate,
and
that
also
brings
us
back
to
the
first
point
that
mukesh
tried
to
highlight:
if
I'm
not
involved
in
it,
I'll
not
be
able
to
do
it.
B
You
know
if
I'm
not
articulating
it
well,
because
I'm
perhaps
not
involved
in
it,
and
I
myself
don't
see
that
value,
adding,
there's
a
new
message
which
it
is
there,
which
says
even
if
training
needs
are
identified,
they're
not
implement
implemented
in
real
time
so
rolling
serving
up
in
real
time
is,
is
what
we're
looking
at,
which
is
where
I
think
somewhere.
Our
technology
helps
in
not
sure
if
the
fact
that
they
know
it
more
or
our
learning
experiences
are
not
good
enough
to
sell
the
need
to
them
to
learn
fantastic.
A
A
B
A
Think
also,
what
vikram
is
alluding
to
is
the
fact
that
the
content
or
the
learning
material,
that
a
lot
of
times
we
have
is
probably
not
interesting,
engaging
our
deep
enough
for
people
to
stay
interested
in
learning.
So
even
if
somebody
starts
a
learning
curriculum
a
lot
of
times,
they
don't
finish.
I
mean
this
is
my
personal
experience.
I've
started
so
many
courses
on
coursera,
maybe
20
in
30.
Then
I
get
disengaged
and
kind
of
never
go
back
to
those
courses.
B
Represent
the
learning
community,
so
you
know
you
have
to
walk
your
talk,
so
you're,
one
of
the
learners
that
you
really
likes
to
learn.
So
if
you
have
challenges,
of
course,
or
I
imagine,
people
like
learners
who
are
pressured
with
time-
and
we
tell
them-
you
know
what
you
have
these
14
15
hours
of
courses
to
be
completed
and
and
they're
like,
should
I
should
I
complete
this
course
or
do
my
work?
Also,
sandeep
has
a
very
interesting
client.
B
B
Also
we've
been
trying
mind
you,
we've
stumbled,
we've
failed
and
our
leadership
has
supported.
So
anything
that
you
see
is
not
that
you
know
it
is.
It
was
done
in
in
one
go.
We
failed
many
times.
We
we
got
up
again
and
we
started
doing
so
now.
If
this
is
where
we
want
to
transition-
and
we
are
still
transitioning,
then
what
we
will
try
and
do
is
look
into
really
who
this
customer
is.
In
fact,
what
I
say
is:
let's
look
at
our
learner
as
a
customer
and
learning
as
a
product.
B
So
if
you
really
look
at
the
customer
as
a
product
when
you're
trying
to
sell
a
product,
you
first
always
look
at
the
purpose
and
what
is
it
that
you're
trying
to
help
the
learner
achieve
or
what
need
is?
Are
you
helping
your
learner
or
your
customer
plug
in
or
fulfill,
and
that's
where
the
entire
idea
of
plugging
into
the
purpose,
a
small
quote
from
eric
thompson?
B
He
is
one
of
the
motivational
speakers
that
I
follow
when
you
find
your,
why
we
just
don't
hit
the
snooze
button
so
so
now,
how
do
we
help
find
this?
Why
a
very
small
experiment,
what
we
did
in
mahindra
group
was-
and
we
had
done
this
at
a
very
early
stage.
In
fact,
we
had
done
this
in
2018
we
ran
a
group
fight
project
and
used
design
thinking
to
really
identify
and
involve
our
learners
early
in
the
stage.
What
you
see
is
a
as
a
sample
empathy
map
of
of
a
software
developer.
B
B
B
What
our
learners
want
is
pride
of
learning
being
relevant,
so
they
want
to
continue
to
be
relevant,
so
they
also
want
to
be
relevant.
They
they
want
career
growth.
All
of
us
want
career
growth,
they
want
time
for
friends
and
family
and
they
want
to
be
an
entrepreneur.
So
maybe
it
was
very
specific
to
the
mahindra
context,
but
a
lot
of
our
learners
want
to
explore
entrepreneurship
and
mind
you.
I
say
you
know,
though
we
have
done
this
in
2018,
this
research
is
still
relevant
post
forward.
B
B
So
one
of
us
really
spoke
about
design
right.
We
said
that
the
learning
whatever
we're
serving
up
to
them
is
it.
Is
it
really
the
thing
that
they
want?
So
if
you
have
your
purpose
and
your
need
identified,
what,
and
one
of
the
needs
which
is
coming
is
really
career
growth.
It
is
tried
to
learn
what
we
tried
to
really
do
was
plug
in
all
of
these
things
into
our
design
journeys,
so
we
design
journeys
which,
which
are
more
related
and
help
them
apply.
B
I'm
sure
all
of
you
have
heard
if
I,
if
I
do,
if
I,
if
the
best
way
to
learn
is
is
by
doing
by
experiencing.
However,
there's
a
new
mckenzie
research
system,
which
also
talks
about
implementation,
in
the
sense
that
I
experience
it,
I
do
it.
I
fail,
and
I
kind
of
share
it
with
my
with
my
community
and
implement
it
at
a
large
scale.
B
Now
this
is
where
technology
comes
in.
This
is
where
really
you
know,
our
partners,
like
sap
and
lxp,
come
into
the
picture
to
help
us
do
this,
and
this
is
kind
of
sample
journey
that
we
created
for
mahindra
group
in
the
manufacture
for
our
manufacturing
employees.
You
can
see
that
we
we've
got
the
pathways
defined.
We've
got
objective
defined,
however,
what
we
have
done
is
we
have
intertwined
everything
into
this.
In
the
sense
we
are
motivating
the
learner.
B
We
are
giving
them
a
reason
to
perform
and
opportunities
to
perform
that
we
are
giving
them
assessments
and
perhaps
mukesh.
This
is
where
perhaps
the
coursera
does
not
work
well
for
us,
you
know
because
coursera
you
are
limited
only
to
assessments
and
one
of
the
new
offerings
that
coursera
after
a
lot
of
discussions
was
they
are
offering
something
called
projects
now,
but
who's
reviewing
those
projects
you
know.
So
what
we've
also
got
is
at
point
of
different
points
in
time,
getting
smes
to
review
this
project.
When
you
see
this,
you
may
calm.
B
A
So
I
have
a
question:
yes
in
terms
of
the
design
of
the
project
work
itself,
I'm
assuming
that
when
you
put
together
a
journey
like
this,
you
already
know
the
end
result.
What
you
want
you
already
know:
who
is
the
sme
who
is
going
to
assess
the
project
you
already
have
the
buy-in
and
their
time
logged
in
you
already
know
what
kind
of
project
you
want
them
to
work
on?
A
B
B
The
end
objective
was
always
that
they
should
be
able
to
create
data
models
for
their
organizations,
so
that
was
the
biggest
ask
that
our
manufacturing
had
so
so,
each
of
them
before
they
started
with
the
journey
identified,
those
those
outcomes
or
those
projects,
and
that's
when
the
smes
came
in
to
say
validated
that
are
they
meeting
the
learning
objectives?
Are
they
going
to?
Will
the
project
really
help
them
to
apply
everything,
they've
learned
or
at
least
80,
of
what
they've
done.
A
B
No
it
it
was,
as
you
say,
it's
it's
in
fact,
an
aspirational
journey
where
we
have
a
criteria
so
only,
and
I
also
have
an
objective
only
to
have
30
people
being
ready
by
the
end
of
it.
So
this
is
my
target
audience.
We
started
with
150
1
to
70
and
30,
and
these
were
the
targets
that
were
pre
kind
of
agreed
with
our
manufacturing
heads
and
that's
the
outcome
that
we
were
driving.
A
B
No,
we
we
we,
we
are
kind
of
it's
a
combination,
but
right
now
the
moves
that
you
see
on
this
journey
were
really
the
moves
that
were
used
through
coursera's
and
udemies
of
the
world.
We
try
to
curate
a
lot
of
content
rather
than
just
create
content,
the
creation
of
content
actually
and
the
contextualization
actually
happens
when
you're
doing
the
vi.
B
A
One
of
the
most
important
ways
that
adult
learning
happens:
if
my
understanding
of
learning
is
right,
is
through
a
three
step
or
a
four-step
process.
One
is
you
have
an
intention
to
do
something
or
learn
something
you
go
out
and
do
some
action
just
intention
followed
by
action,
followed
by
reflection
as
to
know
what
did
I
do?
What
worked,
what
didn't
work?
What
are
some
of
the
challenges?
What
could
I
have
done
differently?
So
I
don't
see
any
space
for
reflection
in
this
entire
pathway.
Was
that
incorporated?
B
So
so
the
project
review
is
where
you
really
reflect.
So
when
you
connect
with
smes,
you
you
see
where,
where
you
could
have
done
better,
where
would
you
have
kind
of
improvised
and
and
that's
where
the
mentoring
comes
in,
because
these
smes
are
deeply
involved
in
your
project
because
it
directly
links
to
the
business
outcome
and
mind
you?
Not
all
journeys
would
have
all
the
aspects
of
it.
You
know,
because
one
expectation
that
we
really
had
was
when
you
started
the
introduction,
was
learning
at
scale,
building
a
learning,
continuous
learning
culture.
B
A
B
B
I
really
liked
you
how
you
tried
to
bring
learning
resources
together
to
deliver
the
learning.
Can
you
know
later
share
more
about
this
lxc
platform?
Yeah?
We
can
do
that
offline
as
a
second
call,
but
yeah
your
learning
experience
platforms
and
even
your
successfactor
platform
allows
you
to
to
some
extent
enable
these
journeys.
A
So
vikram
I
can
connect
you
on
email
with
valerie,
and
maybe
you
know
you
can
have
a
one-on-one
conversation
with
her
as
well
as
a
follow-up
to
this
call,
but
valerie.
It
will
be
interesting
to
know
even
if
not
at
a
deep
level,
at
a
very
high
level
at
the
end
of
the
session.
Maybe
for
you
to
talk
a
little
bit
about
this
platform.
First.
B
Sorry
movie
relevance
before
we
really
make
it
available
to
the
learner.
First,
we
need
to
know
what
is
it
that
we
are
looking
at?
This
is
the
kind
of
landscape
that
we
have
today.
You
know
as
as
as
curators
as
enablers
of
learning.
This
is
exactly
that
all
of
us
face.
We
have
learning
online
learning
nuggets.
We
have
partners
who
send
mails
to
us
on
a
daily
basis,
saying
that
you
know
I
have
this
wonderful
course.
How
do
I
you
know,
please
connect
with
me
and
let's
have
this
discussion.
B
B
We
take
content
which
either
helps
to
upskill
our
learner,
reskill,
our
learner
or
motivate
our
learner,
because
one
of
the
things
that
the
learners
really
said
is
I
want
to
be
motivated
and
have
new
skills
to
be
built
in
now
for
motivating
the
learners
you
need
might
not
have
content,
which
is
only
related
to
your
role,
but
help
them
have
content
which
might
also
be
of
their
interest.
So
today
I'm
an
instructional
designer,
maybe
tomorrow
I
want
to
get
into
talent
management.
I
want
to
get
into
doing
a
more
digital,
savvy
role.
B
B
Yeah
sorry
moving
on
to
the
fourth
point,
which
is
which
is
really
for
me:
the
summarization
of
what
we
really
do
at
mahindra:
let's
provide
an
ecosystem.
While
you
saw
your
first
first,
three
points
was
something
that
you
had
to
build
new
habits
for,
or
you
had
to
pick
up
things
from
what
really
impacts
the
learner
is.
How
do
you
build
the
the
learning
experience
or
the
ecosystem
for
learning?
This
is
where
the
learning
habits
for
the
learners
come
in.
B
You
know
reward
behaviors
that
you
want
them
to
pick
up
as
habits,
and
that's
the
that
was
the
mantra
that
we
allowed.
We
said,
okay,
we
will
pick
up
behaviors,
which
will
help
us
make
learners
more
active
learners.
So
we
have
institutionalized
something
called
an
active
learner
award.
We
want
learning
to
be
a
part
of
meetings,
so
in
mahindra
partners
a
lot
of
meetings
started
with
something
called
learning
cafes,
a
15
minutes.
Connect
of
a
group
leadership
meeting
would
start
with
a
sharing
of
learning
15
minutes.
B
Everybody
will
share
what
they
thought
was
the
right
thing
that
or
what
they
have
learned
in
past
we've
got
learning
days
within
sectors.
Some
of
the
sectors
have
adopted
credit
points
all
of
us
have
used
in
the
past
certificates
and
badges
we
all
kind
of
like
to
give
to
the
learners
and
learners
like
to
flaunt
it.
It's
almost
like
flaunting
my
learning
on
linkedin
communities
of
practice
and
mentors.
So
these
are
the
habits
which
we
really
feel
enable
our
learners
to
get
into
the
habit
of
learning
or
create
a
continuous
learning
culture.
A
All
three
needs
to
come
together
at
some
level.
One
is
you
need
to
have
time
or
dedicated
time
for
learning.
You
need
to
have
identified
topics
of
interest
that
you
want
to
learn
and
access
to
the
content
that
you're
wanting
to
learn
and
when
all
these
three
come
together.
I
think
that's
when
learning
happens,
at
least
that's
my
being
my
experience
at
any
point
in
time.
A
B
Okay,
I
need
to
record
your
testimonial
and
use
it
in
my
mahindra
group.
You
know
because
these
are
exactly
the
habits
of
behaviors
that
we
started
promoting
in
the
group.
I
was
saying
they're
talking,
let's
institutionalize
these
symbols
and
rituals,
so
change
management
always
has
symbols
and
rituals.
If
you
create
those
symbols
and
rituals
and
what
we
told
the
learner
was
you
do
all
the
work
for
the
organization
project
manage
yourself.
B
Are
you
project
managing
yourself,
your
health
and
your
learning,
because
well-being
is
important?
Spending
time
with
family
is
important
as
much
as
learning
so
that
bucket?
What
we
try
to
say
is
project
management
yourself,
identify
two
or
three
skills
which
you
want
to
learn
in.
Maybe
six
six
months
identify
the
time
on
your
calendar
to
to
to
learn,
and
it
could
be
as
simple
as
15
minutes.
B
I
have
a
very,
very
senior
leader
in
in
the
technology
space
who
says
I
could
not
do
so
much
of
learning
in
the
forward
world,
but
you
know
what
now
that
it's
hybrid,
I'm
actually
able
to
do
better.
I
said
how
you
know:
it's
almost
reverse
people
are
saying
you
know.
I
had
better,
I
could
spend
more
time
on
learning
than
he
says
you
know
what
mal.
Now
I
have
a
travel
time
of
one
and
a
half
hours
in
the
morning
as
well
as
in
the
evening,
and
that's
when
I
complete
my
life.
B
So
you
need
to
get
your
learners
to
identify
those
times
and
schedule
those
things
on
the
calendar.
One
could
be
the
mandatory
things
which
we
say
is
your
learning
days.
You're
learning,
you
know
your
learning
festivals,
the
other
is
really
helping
them
schedule
on
the
calendar,
and
this
is
one
of
campaigns
that
we've
led.
We
said,
okay,
have
you
scheduled
learning
time
on
your
calendar?
B
B
Want
to
kind
of
have
more
conversations
where
I
can
learn
the
last,
and
this
is
my
favorite,
it's
actually
my
favorite.
My
only
business
should
experiment.
You
know.
Learning
also
has
to
experiment.
Learning
also
has
to
experiment.
You
know
we
have
to
experiment
to
improvise,
and
you
know
what
digital
allows
us
to
do,
that
it
allows
us
to
try
new
things,
and
we
really
look
at
that.
Amazon's
one
door
and
two-door
policy
condor
is
something
that
we
cannot
come
back
from.
B
Should
we
do
that
or
something
which
we
can
still
come
back
from,
and
we
try
to
bucket
our
initiatives.
You
know
where
we
can
go.
There
is
an
in
and
out
at
the
same
time,
one
of
the
big
risks
and
if
anjuan
is
still
there
on
the
on
the
chat
we
we
took
was
doing
the
mahindra
learning
festival
in
the
week
of
february
first
week
of
february,
we
did
it
for
the
first
time
we
had
only
two
months
to
prepare
for
it.
B
B
That
is
a
time
that
you
really
resolve
for
learning.
Also,
can
you
resolve
for
learning
and
we
kind
of
led
up
this
campaign
to
do
the
learning
festival
and
now
every
quarter
we
we
are
planning
to
do
the
sessions
with
new
and
new
speakers
to
help
build
the
culture
of
learning.
So
these
are
some
of
the
symbols
and
you
can
see
you
know
the
tagline
right.
There
is
joy
of
learning,
so
we
move
from
fear
of
learning
to
really
joy
of
learning.
B
So
that's
from
my
side
we're
just
summarizing,
while
the
first
three
are
what
we
need
to
do
and
help
the
learner
learn.
The
four
and
five
are
where
you
really
partner,
with
the
learner,
give
them
the
ecosystem
experiment
with
them.
Make
them
part
of
the
journey,
do
small
small
experiments
and
nudges
with
them,
because
they
know
their
pro.
They
know
the.
What
they
want
is
more
than
we
do.
B
B
B
Technology
is
the
enabler
the
design
always
sits
with
the
learning
experience
providers.
So
how
do
you
want
to
configure
the
platform?
What
would
you
want
which
features
to
be
promoted?
How
do
you
involve
your
learners?
All
of
that
has
to
be
planned
by
the
design
team
or
the
learning
experience
providers
so
that
your
platform
and
technology
really
delivers
what
you're
expecting.
A
So
I
have
a
question
here,
one
of
the
things
that
one
of
the
primary
reasons
why
organizations
want
their
employees
to
go
on
this
journey
on
this
learning
journey
is
so
that
number
one
they
can
have.
They
can
have
upskilled
their
people
so
that
they
can
be
deployed
in
more
high
value
work
that
they
can
do.
For
example,
you
know
someone
understanding,
learning
machine
learning,
so
they
can
instead
of
hiring
someone
from
outside.
They
can
actually
move
into
a
machine
learning,
machine
learning
role
and
things
like
that.
So
how?
A
B
We
are
on
that
journey.
We
are
on
that
journey,
so
we
are
trying
to
integrate
what
you're
saying
is
really
integrating
our
learning
to
the
to
the
resourcing
and
talent
management
practices
right.
So,
while
that's
the
journey,
which
is
the
next
step,
which
is
career,
laddering
and
and
helping
learners,
be
ready
for
it
and
and
the
managers
to
know
who
they
can
really
transition
easily.
So
there's
a
transition
time
there
might
be
person
x,
who
might
take
more
time
and
the
person
buy,
which
might
take
lesser
time.
B
Is
integrated
with
success
factors,
in
fact,
the
success
factor
continues
to
be
our
system
of
reports.
Our
compliance
learning
is
also
led
through
that
and
just
to
give
you
an
insight
into
how
we
are
structured,
we
are
a
federation,
we
don't
we
don't.
We
give
sectors
enough
opportunities
and
enough
freedom
to
choose
right.
So
there
are
certain
sectors
who
would
move.
B
Around
30
000
employees
are
going
to
continue
to
use
success
factor
as
their
learning
partner
or
their
learning
repository
right
now,
while
with
the
learning
experience
platform,
we
are
able
to
do
certain
experiences
for
my
ed
first
employees.
We
are
trying
to
replicate
similar
for
my
people,
who
are
there
on
success
factor.
So
the
idea
is
to
give
unified
learning
experience
across
the
organization
and
that's
where
partnering
with
success
factor
becomes
very
important.
Adopting
the
new
features
becomes
very
important.
Integration
of
success.
Factor
with
m
teams
becomes
like
really
important.
B
Yeah
now
you're
trying
to
ask
me
questions
which
my
ceo
asks:
yes,
so
so
we
we've
deliberately
moved
from
hours
of
learning,
okay
and
also
we've
deliberately
moved
from
yeah.
Well,
we
did
some
kind
of
learning
needs
analysis
last
year,
but
but
we'll
be
transitioning
yeah.
I
understand
we're
transitioning
to
saying
that
how
can
learner
become
more
on
their
learning
themselves,
so
we're
moving
to
the
skills
framework.
Now
you
know
so
answering
the
first
question:
what
matrix
do
we
adopt?
We
are
looking
at
active
learners
as
one
of
the
matrix.
B
We
have
actually
divided
our
learn
matrix
into
four
segments.
One
is
your
learner
awareness
where
the
learner
really
becomes
aware
of
it
and
that's,
which
is
your
learn.
That's
where
we
record
active
learners.
Then
there
is
learning
penetration
or
where
the
person
becomes.
You
know,
adopts
learning.
So
when,
when
we
start
adopting
we're
saying
okay,
what
is
the
parameter
which
is
related
to
adopting?
We
look
at
people
completing
their
learning
journeys,
especially
the
learning
journeys
which
are
related
to
their
skills
and
their
organizations
or
learning
journeys
that
they
have
self-assigned
to
themselves.
B
Then
we
say
learner
advocacy.
Learner
advocacy
is
when
I
learn
something,
and
I
share.
I
comment
I
promote
learning.
I
become
an
ambassador
for
my
platform,
so
that's
where
your
sharing
and
likes
are
getting
captured
or
return
users.
We
also
try
to
actually
forcing
our
partners
to
give
us
return
users,
not
just
active
users
but
return
users.
How
many
time
are
people
really
coming
back
to
the
platform?
B
The
fourth
is
business
impact.
So,
while
few
and
very
niche
right
now
but
yeah,
we
are
trying
to
link
it
up
with
journeys
which
actually
have
business
impact.
Some
of
the
business
impacts
could
be
how
many
people
really
transition
to
a
new
role.
How
many
people
got
opportunities
to
do
extended
assignments?
How
much?
How
many
skills
did
we
really
create
during
the
year?
So
those
are
the
kind
of
business
impact
that
we
are
looking
at.
A
Well
thanks,
so
my
neck
is
asking.
My
question
is:
thank
you
for
the
great
session.
My
question
is:
it
is
easy
to
show
an
end
goal
for
tech
learning,
because
you
know
skills
can
be
assessed,
blah
blah
blah.
How
do
you
show
impact
to
the
user
for
behavior,
for
example,
people
manager,
capability
or
future
leaders
program.
B
B
Was
has
the
impact
of
my
presentations
become
better
after
going
to
the
learning,
so
what
we
try
to
do
is
run
a
90-day
survey.
After
our
learning
practice
learning
journeys
with
the
managers,
not
everybody
responds
but-
and
our
target
is
also
like
10
of
the
people
respond
and
they
are
able
to
show
some
impact.
That's
where
we
say
the
behavioral
journeys
have
got
impacted,
so
we
really
involve
our
managers
into
our
learning
practices.
A
I'm
just
trying
to
frame
what
I'm
trying
to
say
so,
one
of
the
benefits
of
creating
a
culture
where
learning
is
a
encouraged
to
expected
and
three
rewarded
is
the
is
the
fact
that
your
organization
becomes
a
lot
more
responsive
to
the
market
needs.
If
you
have
designed
your
learning
journey
well,
and
you
are
able
to
do
what
I
call
sense.
B
A
A
So
are
we
able
to
seek
these
signals
leak
signals
make
sense
of
what
that
means
and
respond
to
them.
One
of
the
ways
that
I
have
seen
this
play
out
really
well
is
in
terms
of
how
engaged
are
employees
when
it
comes
to
ideation
of
either
solving
existing
problems
or
identifying
and
engaging
on
new
opportunities.
A
So
both
if
there
is
high
engagement,
both
in
terms
of
you,
know,
solving
existing
problems
and
identifying
and
exploring
new
opportunities.
What
that
tells
me
is
that
there
is
significant
amount
of
engagement
in
the
employees
number
one
number
two,
the
employees
know
what
they
are
talking
about
and
number
three.
There
is
a
lot
of
thinking
going
on
within
the
organization,
which
is
only
possible
if
you
are
constantly
and
consistently
learning
around
what
is
happening
with
you.
So
now
it's
not
a
fully
framed
question
or
whatever,
so
I'm
just
thinking
out
a
lot.
A
A
The
question
to
everyone
on
the
call
is:
is
anyone
thinking
along
these
lines?
Is
anyone
actually
able
to
track
the
impact
of
the
learning
in
your
organization
to
overall
ability
to
innovate
and
respond
to
market
needs
and
connect
them
both
because
that's
powerful,
if
you're
able
to
do
that
connection,
at
least
in
my
opinion,.
B
You've
made
sense,
you've
made
so
much
sense
that
we
don't
have
the
answer
to
the
question
that
you've
asked.
You
know
because
you're
putting
us
in
even
more
difficult
shoes.
What
you're
saying
is
an
epitome,
a
level
where
the
entire
organization
is
learning,
and
perhaps
there
are
certain
organizations
that
an
apple
are
at
that
level.
You
know
where
almost
everything
is
linked
to
learning
and
everything
has
an
impact
and,
as
as
somebody
said,
tech
learning
and
making
impact
and
sense
of
that
is
very
easy,
because
that's
tech
guys
are
easiest
to
learn.
B
B
They
have
to
otherwise
they
will
not
be
able
to
perform
their
job,
but
how
do
you
do
it
for
the
larger
organization
is
where
the
journey
begins
and
where
we
are
so
so
that's
the
next
business
impact
situation
that
we
want
to
be
yes,
but
just
to
tell
you
that
if
you
create
rituals
and
symbols
on
your
way
when
you
are
promoting
this
learning
culture
that
sense
making
will
start
coming
in
I
mean
it's.
It's
like
people
will
know.
Okay,
if
I
do
this,
I
get
this.
B
You
might
have
learning
engagement
data
learning,
completion
data,
but
linking
that
to
business
outcome
is
very,
very
difficult
right,
so
even
in
our
journey
we
have
kept
business
impact
as
phase
two.
So
so
the
roadmap
is
really
awareness,
big
adoption
and
advocacy.
The
moment
people
are
advocacy,
they
themselves
will
start
showing
business
in
fact,
and
we
will
be
able
to
show
that.
A
A
You
have
all
kinds
of
businesses
and
which
means
that
in
all
kinds
of
employees,
young
old
men,
women,
gen,
x,
y
z,
triple
z,
whatever
right
so
have
you
noticed
any
trend
in
terms
of
who
are
the
most
difficult
to
convince
to
learn
or
go
on
a
learning
journey
and
who
are
the
most
interested
and
self-nominate
themselves
to
go
on
their
journey?
It
could
be
industry
based,
it
could
be
segment
based.
It
could
be
in
whatever
way
you
want
to
dissect
the
population
yeah.
B
Very
very
very
interesting
question,
because
those
are
my
early
adopters
of
learning
right,
so
one
my
tech
cohort
is
very
easy.
Okay,
so
that's
so
when
it
comes
so
and
we
can
dissect
it
in
multiple
ways,
one
is
department
dissection,
you
know
people
who
really
need
to
that's
one.
The
other
is
generation
dissection
and
and
levels
dissection.
So
so
I
can
tell
you
who
really
like
to
learn.
One
is
my
technology
guys
are
always
reaching
out
to
me.
Give
me
this
give
me
this.
Give
me
more
of
this
because
they
need
validated
content.
B
Content
which
is
validated
another
set.
Is
your
middle
managers.
They
are
always
wanting
to
learn
and
they
could
be
across
generations.
I
don't
think
that
makes
a
difference.
You
know
why,
because
they
want
to,
they
want
their
career
to.
They
want
career
progression.
They
want
to
move
to
the
next
level
faster
and
faster
and
faster,
and
they
take
learning
as
one
of
the
ways
to
the
cohort
which
is
very
difficult
to,
I
would
not
say,
adopt
learning,
but
showcase
learning
is
my
senior
leaders.
All
my
senior
leaders
are
learners.
B
I
know
that
because
they've
not
only
promote
learning
as
in
in
terms
of
vocally
saying,
but
I
also
know
when
I
interact
with
them.
They
are
always
updated
about
the
new
things
which
are
happening,
but
can
I
link
it
up
to
the
formal
learning
that
we
are
giving
in
the
organization?
I
don't
think
so.
This
is
an
informal
channel
which
you
will
never
be
able
to
at
least
till
now.
A
B
A
B
Absolutely
so
the
mind
leadership
university,
which
is
the
think
tank
and
which
I
represent
is
is,
is
the
think
tank
of
how
all
the
power
skills
that
people
need
to
pick
up.
You
know
which
is
self-awareness,
executive
presence
and,
and
that
is
that
is
kind
of
differentiated
at
five
levels
and
even
my
sectors.
In
fact,
you
know,
we've
got
beautiful
and
very
very
inspiring
leaders
who
are
learning
leaders
in
the
sectors
who
and
all
of
us
collaborate
one
of
the
biggest
things
that
has
happened,
and
that
has
helped
us
group
is
collaboration.
A
B
A
I
can
go
on
asking
questions
for
the
next
three
hours
and
this
is
a
topic
which
is
so
close
to
my
heart
that
you
know
I
can
continue
to
talk
about
this
for
hours
together,
so
I'll
just
shut
up.
Now,
let's
see
if
there
is
any
question
coming
up
on
the
chat,
you
can
also
admit
yourself
and
ask
the
question:
there's
no
restriction
that
you
should
not
speak
up.
B
A
A
Okay,
so
a
lot
of
people
don't
have
webcam
facility,
maybe
or
they're
they're,
not
camera
ready.
Maybe
so
that's!
Okay!
Let
me
just
quickly
click
the
picture
of
whoever
is
on
camera
yeah,
okay,
so
I've
just
kind
of
captured
this
moment
we
are
on
top
of
the
hour.
So
I
would
like
to
thank
valerie
for
your
time
and
sharing
your
insight
with
us
taking
us
through
the
journey
that
you
have
been
and
answering
all
all
the
questions,
including
mine
patiently
and
again
thanks
everyone
for
taking
time
and
joining
us
today.