How embracing digital learning in your organization can turn into stranger things!

Spoiler alert: if you didn't watch the Netflix series "Stranger things", this article reveals some of the plot. 

A recent HBR survey of directors, CEOs, and senior executives found that digital transformation (DT) risk was their #1 concern in 2019. Yet 70% of all DT initiatives do not reach their goals. Why do some DT efforts succeed and others fail?

Fundamentally, it’s because most digital technologies provide possibilities for efficiency gains. But if leaders and employees lack the right mindset to change and the current organizational practices are flawed, DT will simply magnify those flaws.

While learning professionals strive to introduce digital learning solutions in their organizations imagining a colorful, happy and full of fun culture, they don't expect that there's another dimension waiting for those newly adopted tools to release the demogorgons and turn that colorful dream into the dark upside-down culture. This dimension is the traditional resisting mindset of the leaders and learners. 

If we considered that the learning culture gets shaped based on two dimensions:

1- Adopting digital tools and measures

Introducing new digital tools, platforms and activities from simple videos into complex gamification and AI based applications 

2- Adopting digital mindsets

The readiness of leaders and employees to accept, the capability to utilize and the belief of value for learning initiatives

We will get 5 characters of digital mindsets and 5 types of organizations

According to the personality (willingness to change) and learning mindsets (static or growth) we can see a trend in organizational characters (especially business leaders and HR leaders) reacting to digital learning suggestions and initiatives, they tend to be on of the following:

Vikings: Either genuinely believe that old methods are better or; most likely, they fear and doubt their ability to adopt new digital tools. They keep doing work harder not smarter

Bystanders: I'm here for a paycheck, if it's a must, I'll do it with minimum effort. If it's optional, I'll do what a Viking wants 

Surfers: I wish I can use those cool gadgets, but to utilize them, I need someone or something or sometime or....

 Transformers: Yes, finally! That's what we were waiting for. Let's do it and we have some cool ideas to add as well

 Geeks: Pssst! Why are you doing it that way, there's those tools, vendors, platforms and many other ways to do this digitally...wait, there's other updates, I'll forward you the link, create a how to video and send it via Dropbox. Next week, I'll introduce a more advanced thingy!

In relation of the organizational investment in it’s digital learning platforms, tools and measures versus the mindsets of their employees, the following types of organizations emerges…

Anti-digital organization

Not adopting any digital measures and tools, full of Vikings

Browser organization

Adopting and testing few simple tools, have a good pool of bystanders, surfers and few transformers. Testing the tools and willing to adopt more

Fake digital (Resisting) organization

Invested massively in top notch digital tools based on transformers and geeks' lead, yet, the utilization is very low since Vikings and bystanders are the majority of workforce 

Stubborn organization

Full of surfers, transformers and may be geeks but either don't have the purchase power to get the technology or have a Viking on the top chair (there's always a chair that matters) hindering the transformation

Futuristic organization

Reached a mature level of balancing the right digital measure and tool with the right workforce capability and a positive culture always welcoming advancement.

Take a moment and reflect, what kind is your organization and which character describes you?

Here are few considerations for business leaders and learning professionals trying to adopt digital learning culture

Consideration 1: Figure out your "business strategy" before you invest in anything. 

Leaders who aim to enhance organizational performance through the use of digital learning technologies often have a specific tool in mind. “Our organization needs a gamification tool,” perhaps. But digital transformation should be guided by the broader business strategy.

Don't push for a learning technology that will not impact (or be perceived to impact) the business needs. another way to look at it; How can you link the technology to the business strategy and required impact.

Consideration 2: Figure out your "culture" before you invest in anything. 

Stakeholders always look at L&D as a cost center, yet, asking for ROI for the platforms and tools they purchased. While the L&D professionals might think that everyone is eager to learn and develop, they reality is opposite to that. Remember “Ego” is the first reason for adults resisting learning. Now, imagine, with technology included, that’s not only because of the ego, but also because of their capability of utilizing technological tools!

Figure out which generation is representing the majority of your workforce. I’m not talking about branded generation like baby-boomers, millennial and z generations, I’m taking about generations of flexible and growth mindsets. Balance your investments according to the reality of your workforce mindset and develop that first before adopting more tools

The bottom line: Digital learning transformation succeeds in organizations when leaders go back to the fundamentals; they focus on changing mindset of their employees and the organizational culture and processes before or during the adoption of any digital learning tools. What the leaders envision to be the future of the organization will drive the technology, not the other way around. There is no single learning technology that will deliver “speed” or “innovation” without actual people utilizing them. The best combination of tools for a given organization will vary from one vision to another and from group of people with different willingness and capability to adopt the tool.