What modifications LMS must undergo to be the test of future?
There are three key imperatives to avoid the enormous costs that have been invested in learning management systems (LMS) to become sunk, because the LMS are short of track and face extinction. Above all, while each imperative is the key in itself, there is a high level of mutual interdependence. The three imperatives to help LMS test the future are:
Imperative 1: LMSS must be adapted to become the banking boxes of institutional capacity
In their book, The Grand ConMariana Mazzucato and Rosie Collington underline that many organizations and institutions have lost possession of their organizational capacity. In the context of this article, I support their argument to invest in and so that collective intelligence is and remains within all organizations and institutions. However, this can only happen if organizations have the means and the state of mind to do so.
Leadership must demand that their organizations have a total property of their institutional capacity. That is to say performance systems that allow the delivery of their strategy thanks to their operational plan to achieve the purpose or mission of their organization / institution. These performance systems must be carefully and clearly documented and stored safely in a way they can be easily accessible for a quick and easy reference. Above all, there must be good disciplines and processes in place to continuously improve, iterate and innovate performance systems so that the organization can remain relevant in a rapidly evolving global operational environment.
For the LMS to the test of future, they must then be repositioned and adapted to play a vital role as a banking safe for institutional capacity. That is to say to become the store of the sum of systems, process, methods and methods of work which allow the organization to effectively provide its objective or its mission. To be effective, an LMS “safe” must be easy to deposit and easy to access. And there must be a disciplined, systematic and systemized approach to ensure that the content of this banking safe is maintained relevant.
Any member of the team, anywhere in an organization, must be able to access exactly the help she needs, when she needs it, without leaving the workflow, via a smart device. For example, this could be as simple as having a QR code on a machine to access the search and basic remedy for breakdowns via a micro-support program (MSP). The MSP can be a simple video or a set of simple instructions to follow.
Obviously, there must also be a state of mind and a discipline so that everyone is continuously looking for better ways to do things. People who do the work most often have the clearest information about it and they must feel empowered and recognized to do so. However, it is important that experts in the matter (SMEs) are appointed to be the guards. All new ideas must be rigorously tested, and if they work, they must be integrated transparently as new best practices established.
In this way, institutional capital lies with the organization rather than with people who can come and go. He avoids having to pay unreasonable incentives to keep people with specialized knowledge. In addition, this approach has the added value of people who evolve to have direct interest in the success of their investment in the organization, guaranteed in the Vault LMS Bank.
- Appeal to action
LMS suppliers achieve this or risk a decreased “shelf life”!
Imperative 2: LMS developers must find and apply the missing link in the IQ-EQ continuum
The potential of people to add value to organizations was, for a long time, measured in terms of intelligence quotient (QI) or similar measures of cognitive capacity. In the 1990s, Daniel Goleman argued that it was not a cognitive intelligence that guaranteed commercial success but emotional intelligence (EQ).
Most opinion leaders on organizational efficiency agree that cognitive capacity and the ability to build relationships and work in collaboration and inclusive with others are important. Now, it seems that the “new child on the block” is artificial intelligence (AI), or more importantly our human capacity to take advantage of it. But that cannot and will not happen adequately without contextual intelligence (CQ). CQ is the link that many will miss in the value chain.
Internet has democratized access to information. Most knowledge and information is now available for all those online. But this is of limited value unless we can look for intelligently, sift, then apply what is relevant for our needs. However, to do this effectively, we need a deep and holistic understanding of all aspects that must be combined to work in a synergically and holistic manner to reach a sustainable and high performance organization. In short, we need a complete framework to provide a context for integration, systematization, storage and continuous evolution of all best practices. In doing so, it is essential to understand the exact role and added value of each, and how they adapt and work together to develop and maintain very effective organizations.
My research, over the past ten years, have led me to the conclusion that the development of organizations and the development of people are on the sides of the same room that organizations must hinder to obtain a future that shines and does not lose its brilliance. The “Coin” diagram below represents a high-level summary which provides a context for everything that must happen so that organizations are very effective and thus remain. Above all, this is supported by models and executives that provide an in -depth understanding of symbiotic systems and relationships that govern optimal efficiency.
- Appeal to action
We cannot allow the “tail to stir the dog”. What do I mean by that? In other words, the sum of AI cannot be allowed to prevail over the sum of our Human IQ and EQ. CQ allows us to take advantage of the massive opportunity that AI offers to organizations. It allows us as intelligent bes to take advantage of the genius of the AI that we have created. Without this, it allows AI the potential to disintegrate us and our organizations, just as Mazzucato and Collington testify to what the council industry has done to companies and governments.
Imperative 3: LMS developers must give leaders and teams a reason to see LMS to the test of future as a strategic tool which adds a permanent value observable to their organizations
I have concluded that for organizations to be very effective and remain in this way, organizational development and people's development initiatives must work together in synergy and simultaneously, the value of the role of each initiative being clearly understood in the global context of the realization and maintenance of a very effective organization.
The most effective and effective approach to developing very effective teams and very effective cumulative organizations is to create a rate of development of simultaneous organization and people's development initiatives. To be effective, the approach must be holistic, that is to say that the intention of each intervention must have a clear context in terms of profit that the result will have for the team and cumulatively the organization. In my interventions, this context and this relevance are contextualized in a holistic manner in terms of models and framework that I developed. Above all, the advantage must be immediate and obvious for leadership so that there is a motivation to maintain the rate of continuous improvement. To achieve this, interventions should be:
- Short (ideally for half an hour or at least less than an hour)
- Regular (weekly or bimonthly)
- Have a specific result that makes the team stronger and / or healthier.
- Develop, refresh or extend an aspect of the capacity for each member of the team.
- Easy to facilitate for team leaders.
- Techologically warned to optimize efficiency.
- Specific, so AI can be used effectively to quickly generate personalized resources, such as videos and case studies to support facilitators.
- Take advantage of social learning opportunities and comes.
Interventions can be synchronous (all teams working on a similar program, with a starting point and a logical end point) or each team selecting interventions according to their priority needs identified in an assessment as follows (an example of lever technology). For the sake of clarity, I show how I use LMS technology to do this in the link referenced in the “Additional Resources” section below.
Since the needs are contextualized and specific, the AI can be used to quickly generate a series of personalized videos and other appropriate support resources. And then, it is quick and easy to create a facilitator guide that allows team leaders to facilitate short powerful sessions with results of precious ODs and team skills, regularly or according to needs. For example, a team may find it difficult to get involved and specifically with the key construction of responsibility. An OD intervention to solve this problem would be more effective if it engaged in social learning and because of the fact that responsibility facilitated the team's responsibility as a key to creating their commitment, and at the same time refreshed, extended or developed relevant performance capacities to ensure that the results / improvements were durable.
- Appeal to action
A holistic understanding of the context guides this simple, but not simplistic approach. I urge learning and development professionals to try it, it works.
Conclusion: Future pulse LMS
The development of the organization and the development of people are on the sides of the same play as the organizations must surround a currency to the test of the future (an organization which has and adds value and remains relevant). LMS suppliers can ensure their position in the value-added chain by adapting their technology and their approach to reach the three imperatives listed above. In this way, they can help organizations effectively provide their worthy and valid objective and, in the end, to create and maintain a better world for everyone.
Image credits:
- The images of the body of the article were created / provided by the author.
Additional resources:
At Learnopoly, Finn has championed a mission to deliver unbiased, in-depth reviews of online courses that empower learners to make well-informed decisions. With over a decade of experience in financial services, he has honed his expertise in strategic partnerships and business development, cultivating both a sharp analytical perspective and a collaborative spirit. A lifelong learner, Finn’s commitment to creating a trusted guide for online education was ignited by a frustrating encounter with biased course reviews.