This blog series deals with the redesign and realignment of learning and personal development in corporate context. For this, I connect the aspects human health, learner centrism, and continuous development to one holistic approach, called Holistic Learning Approach (HLA). With this approach, I want to encourage, motivate and inspire you to understand people and their learning as a whole. In part 1 of this blog series I described my motivation for this topic and presented my previous (learning) journey. In this part, I explain the HLA and its components in more detail.
In the regulated life sciences environment, the management of controlled documents such as SOPs (Standard Operating Procedures), procedural instructions or work instructions is of great importance. Change management processes ensure that these documents are properly reviewed, approved, trained, distributed and, if necessary, overruled. In addition to well-known use cases within change management, there are special cases that are designed differently from company to company.
One of these applications is so-called Redlining .
E-learning and digital learning have long been common terms in the business world. But how can learning and personal development in a corporate context be shaped in the digital age? Can anything of the agile principles be adopted here and can a form of agile learning be created in this way? Gain insight and valuable tips on how your health influences your learning, how learning can be shaped when the learner himself is at the center and how the company can influence the further development and innovative power of its employees through its learning and leadership culture. In this blog series, I present my ideas and would be happy to start a fruitful exchange with you.
“We need a minimum viable product.”
In the development of new products, innovations should be implemented as quickly as possible and placed on the market in order to have an advantage over the competition. So far – so well known.
In the digital environment, many companies are faced with the challenge of having many ideas for a new product at the beginning of the development process and of offering users as much as possible. The parties involved often have different opinions about the range of functions. Numerous tasks have to be organized around the development (creating structures, marketing, organizing distribution channels, etc.), the market is competitive and the demand is changing rapidly. How can it be ensured under these basic conditions that the product is attractive for the customer and becomes successful? read more
I really enjoyed my first Working Out Loud Circle: fixed appointments, changing tasks for processing my goal, exchange with colleagues that I less knew before, receiving and suggesting ideas. How I experienced the first 6 weeks Working Out Loud @ fme AG, you may have already read in my > »mid-term review«.
Where do I stand after 12 weeks of Working Out Loud?
Am I open-minded in the work context, do I share my work status at any time for feedback and do I connect with people all over the world like general WOL goals expect?
We know that an organization has to be agile and ready for constant change in order to survive. But who decides which changes come, when they come and who is involved? Who follows the implementation process and at the same time has an overview of all current changes in the company?
Managers in particular should deal with these 4 questions in order to successfully implement changes:
Working Out… what? It does not mean shouting at your colleagues. It is a program, developed by John Stepper, to make your work visible. It means sharing – especially knowledge and appreciation. It means the confrontation with myself and a topic that is important to me. I think that Working Out Loud, short WOL, strives for a change of behavior: away from knowledge silos to willingly sharing without ulterior motives.
A few weeks ago, I, Antje Duffert, Consultant for > Communication Services, started a call within the fme AG, which was aimed towards my colleagues, who would like to try something new with me and who wanted to advance the culture of our company even more towards collaboration and openness by an independent and target-oriented work. read more
As you most likely know, a growing number of companies are using software to improve internal communication, project collaboration and onboarding. This software is generally replacing an old and dated intranet system that suffers from issues like:
- Overly complex structure (too many groups, unsorted posts, etc.)
- Little activity
- Difficult to use
- Sub-par functionality
For this very reason many companies today are moving away from such static systems. They are looking to replace the huge stores of data that older intranet systems oftentimes resemble with solutions that are heavily focused on the employees.
Hmmhm, let’s think about it. Maybe for the driver’s licence? Or was it the ITIL exam four years ago? Or the Scrum Master test?
Yet, we’re learning every day – especially in times of digitalization where dynamic changes in our work environment are a daily occurrence and regular software updates, new policies and processes recurrently change our operational procedures. These circumstances make it necessary to combine modern forms of learning and to integrate them in our work life – one concept of how this could look like is the 70:20:10 model. read more
Globalization and digitization have caused that boundaries are blurring more and more and that a world-wide collaboration is possible without greater restrictions. International project teams work together via social collaboration tools e.g. on joint projects, develop ideas together and exchange information about the project’s current status. This happens independently from time or location. Sounds great, one could guess, and at least the surrounding conditions actually are just like that. read more