Jay Cross

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How to replace top-down training with collaborative learning (1)

Jay Cross

Businesses around the world are transforming into extended enterprise networks but their training departments are stuck in the previous century. In the 1800s and 1900s, successful companies ran like well-oiled machines. Companies paid them to follow instructions and do the same thing over and over again.

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How to Replace Top-Down Training with Collaborative Learning (4)

Jay Cross

Is your organization ready? Where does your organization fit on the progression from Hierarchical Organization to Collaborative Organization? Anyone can set up an online meeting at our company. ? If you checked fewer than five ”yes” boxes, your organization is trailing the mainstream. She’s right.

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How to Replace Top-down Training with Collaborative Learning (2)

Jay Cross

In the Hierarchical organization, employees were the only people who received corporate training. Aside from compliance training and new product introductions, most training focused on novices – either newhires who needed orientation or workers mastering a new skill or subject. Who’s going to be involved? Raise their pro?ciency

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Would you recommend your L&D department?

Jay Cross

They base their decisions on what training professionals call Level 4: Did the training impact the bottom line? How can we put this train back on the track? I propose that CLOs adopt the Net Promoter Score® methodology developed by Fred Reichheld at Bain & Company and Satmatrix. Did it matter?

Metrics 79
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Jeff Bezos: his management values

Jay Cross

Many companies try to charge as much as they can, when they can — Amazon’s culture emphasizes frugality. All Amazon managers are expected to be trained as call center representatives. 702010 Coherent Organization The process of Innovation' Be willing to be misunderstood for long periods of time. Work to charge less.

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50 suggestions for implementing 70-20-10

Jay Cross

The Coherent Organization. As standalone companies realize that they’re really extended enterprises, co-learning with customers and stakeholders becomes important as everyone faces the future together. It organizes itself, buzzes with activity and produces honey for the markets. We learn to do the job on the job.

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Ridiculous research findings on informal learning

Jay Cross

An analyst reports that her company’s research finds that only 30% of U.S. companies spent money on informal learning tools or services last year. Of those, big companies spent $16,000 on average; little ones spent $5600. Most informal learning takes place despite training departments, not because of them.