解锁公司LMS之外的学习

How Sana’s President, Jon Lexa, sees the future of learning and knowledge management

丽塔代理

战略学习伙伴经理

It’s no secret that learning tech makes big promises, especially when it comes to AI. 但它真的实现了吗?

我与萨那总统Jon Lexa坐下来进行了广泛的讨论. We talked about the evolution and limitations of the Learning Management System (LMS), 它与知识管理的关系, 以及为什么大发体育在线首页的真正力量在于两者的交叉点.

一个分散的行业. 职场学习的演变.

丽塔:学习是一个价值数十亿美元的产业&D仍然觉得服务不足. 你认为为什么会出现这种情况?

长话短说:理解L&D已经成为一个价值数十亿美元的产业, you need to look at the impact of macroeconomic transitions on middle management. 这是不得已而为之.

我把这个故事追溯到战后艾森豪威尔时代的美国. 当时, organizations hired layers upon layers of middle-management to coordinate production among lower-ranked employees. This newly expanded middle-layer workforce needed support to deliver their new jobs. So companies invested in upskilling workers, helping them to rise up the ranks.

拿IBM, 例如:在那时, 一名中年员工可能花了四年多的时间拿全薪, ibm提供培训. This approach to learning, albeit expensive, wasn’t scrutinized for a return on investment. Overall economic optimism remained strong, so analysis wasn’t deemed necessary.

快进到八九十年代. 的 economic rollercoaster of recessions and expansions over these decades were in full swing. 的 emerging middle-management class were fighting for their place in management layers. 企业通过迅速将制造业务外包来削减成本. 科技企业家正在成为一股强大的力量. Investing in learning became an after-thought — something that companies couldn’t justify turning off. 同时，L&D发现越来越难以衡量影响.

Learning hasn’t kept pace with other technological changes because the industry wasn’t going to risk investing in ground-breaking tech without a clear return on investment. That left the industry with large budget allocations and no clear differentiating technology to create value. 结果? Learning vendor marketing teams spinning out new campaigns about the same underlying technology. ‘Try Adaptive Learning’, ‘Buy an LXP’, ‘Integrate now to enable learning-in-the-flow-of-work!’ L&D teams were up to their necks in a fragmented and unstructured learning landscape with no tools to prove the true value of learning.

Today, we know that investing in an employee’s learning is incredibly important. 我们也知道，雇主必须解决更广泛的挑战, such as working in distributed teams and managing mental health and employee wellness. And they have to do this on a larger scale than ever—with an even greater variety of tools and frameworks. 有这么多不同的需求和终端用户，难怪L&D景观变得无结构和碎片化.

学习vs知识. 未解决的紧张关系.

丽塔:学习可能没有得到足够的重视, 但知识管理多年来一直是人们关注的焦点. What's the difference between learning management and knowledge management in the workplace?

的知识管理市场 7比7大吗学习管理市场. 现在跳过背后的实际原因，让我们从语义开始.

学习意味着一个困难而耗时的过程. 这不仅仅是从学习者发展技能的角度来看, 而且从教育工作者的角度来开发课程. 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. 学习是一种行动，是我要做的事情. 它从某个点开始，在另一个点结束. 的 dates imply a structure, a structure that requires investment each time it’s set up.

与之形成鲜明对比的是，无论我做与否，知识都是存在的. 无论是在某人的头脑中，还是在一个系统中，它都存在于某个地方. 我不需要太努力就能获得这些知识. 我可以问别人一个问题，我可以搜索，我可以随时查阅知识. 与学习相比，进入门槛极低.

公司对这两者的投资是不同的. 例如, by buying two separate systems: a knowledge management system (KMS) and a learning management system (LMS). 每个都有自己的api、体系结构、购买者、最终用户和特性. 的 irony is that two vastly different investments have very similar end goals, 为员工提供完成工作所需的信息资产.

If we approach it from the outcome perspective — how do we get the information an employee needs to do their job in the most efficient way possible — then it doesn’t really make sense to me why learning and knowledge are managed so differently. 的se platform categories (LMS and KMS) haven’t been able to serve each other’s use cases. 知识管理工具不能以结构化的方式推动学习. And learning management tools aren’t able to provide quick access to easily organized and discoverable knowledge assets. 这就是我们今天看到的差距和创新机会. 架起知识管理和学习管理的桥梁创造一些全新的东西.

一部分是大师，一部分是向导. 大发体育在线首页是最终的推动者.

Rita: How exactly will innovation in knowledge and learning management systems bridge the gap? 体验是什么样的?

在Sana，我们相信大发体育在线首页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. I want to create a course about increasing gender diversity at senior leadership level. 我是这方面的专家, 但我在激活这种知识方面缺乏经验, 把它变成有效的学习材料. 在这种情况下，Sana可以在几个方面支持我. 我可以选择具有引人入胜和有效结构的课程模板. 然后我可以问 Sana助理 to generate accurate multiple choice questions and relevant summaries based on what I’ve written. 如果我卡住了，我甚至可以让Sana帮我写一些段落, 把课程翻译成另一种语言, 并将其转换为现场研讨会格式. 这为我节省了很多时间和潜在的压力. 这样就省去了L&D组也有无数的制作时间.

现在想象一下，我把这门课分配给相关的经理. 几周后，其中一人提出了一个关于包容性最佳实践的问题. 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, Sana会用自然语言给他们准确的答案. 它甚至可以搜索D&我们举办并录制了一次研讨会. That’s so much 快 and more accurate than if they’d had to search themselves in a knowledge management system.

也就是说，我们认识到团队使用不同的工具. 公司的知识到处都是——在Slack的信息中, 驱动文件, 概念文档, 等. 我们想要处理这个问题而不是反对. So if you integrate Sana with your company’s apps, everything becomes searchable.

这就是我们所说的大发体育在线首页的力量. Sana是部分大师, 部分指南-一个无处不在的合作伙伴，以帮助解锁知识, 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. But many organizations still deliver learning and knowledge in a top-down manner. 课程创建、培训内容——这么多都没有共享. 这如何影响全公司对学习的认知?

很好的问题. 在自上而下的学习文化中, the people delivering the training may not be the people most enthusiastic about the topic. We’ve all been in the room when this happens; it’s demotivating. At worst, it creates the perception that learning isn’t critical to the success of the business. 因为如果是的话，游戏体验会更吸引人，对吧?

当公司只依赖于自上而下的学习, they miss an important opportunity: to allow their enthusiastic and committed experts to share their best practice. 当我们授权主题专家领导培训时，L&D转向更具战略性的角色. 主动学习成为常态, and staff can find the solution to problems, without waiting for anyone else’s permission.

Rita: How would this decentralized structure affect a company’s choice of learning tech?

它把用户体验前面和中间. If you’re going to have that many employees sharing knowledge and creating training, 这项技术需要超级容易使用. 期.

未来. 知识解锁.

丽塔:那么公司的LMS怎么办呢?

在未知的领域. 当学习和知识管理之间没有紧张关系时, 公司将拥有一个充当公司大脑的技术堆栈. Think of it as a single source of truth that’s constantly expanding because your staff keep adding and discovering more from it.

最棒的是，这一切都发生在一个地方. 所有的学习项目和有组织的培训都还在. 但它们的生命远不止一次有人完成它们.

Another way I like to describe it is: we want learning to be a daily active experience in what was traditionally a monthly active experience. 我们希望公司学习和分享知识, 每一天, 这样他们就能解决世界上最重要的问题, 快. That knowledge already exists today in our heads, in our notes, in presentations, in manuals. We just haven’t figured out how to effectively capture it and share it so that everyone can benefit. 想想b谷歌对互联网知识的贡献. 这也是我们为世界上每一家公司所做的.