Training Industry Quarterly - Fall 2008 - (Page 29) tries. Building contractors orchestrate a broad range of highly specialized service providers on a construction project. The conductor of an orchestra also plays a critical role. Musicians certainly do much of the work by playing instruments, but the conductor draws the best out of them and relentlessly strives to develop the whole orchestra to its highest potential. For some time now, the L&D function has been utilizing the services of a diverse group of individual training providers. However, the management of these resources has been handled frequently on an ad-hoc basis. Progressive learning leaders are now asking how they can continue to contribute more value to a business in the global context. Network orchestration may hold the key for learning leaders of tomorrow who wish to co-create an organization’s future in this flat world. Orchestrators, like suppliers, specialize. The skill of the orchestrator lies in drawing out the talent and creativity of the network, coordinating all the individual elements and ensuring the success of the overall process. Superior performance in collaboration requires people with different skills, so if you don’t currently have capabilities for network orchestration, you should be considering how to build them or how to partner with an expert who provides these skills immediately. Today, the flat world presents different challenges and opportunities. Internal organizational competencies are important, but so are the competencies that they can connect to. In a flat world, a successful network orchestrator can gain access to other competencies that may be needed for a specific challenge. Accessing networks provides flexibility to respond to future challenges. The New World of Global Learning The new world challenges the dominant knowledge/skills transfer model of the training world, as well as traditional organizational structures. In the past, the L&D function has focused on growing internal talent and managing a discrete set of alliances with partners/suppliers. The learning leaders of tomorrow will orchestrate a global network in a single ongoing experience within the extended enterprise. If you believe we live in a flat world, it is imperative to understand that networks are a part of your company’s success — or that they can be. You also must understand who is orchestrating these networks. If no one is orchestrating the net- work, or it is not orchestrated effectively, then this critical need must be addressed. Control the Trends Before the Trends Control You In an era of change, effective leaders turn challenge into opportunity. Forward-thinking business leaders understand that change is inevitable and they know that their attitude to the future is critical. Once you appreciate the scope, you will realize that there are huge areas for opportunity. Forward-thinking leaders recognize that big change creates big opportunities. It is time to re-examine your role and take a good hard look at what you do and how you do it. Ask yourself, “Do we need to be doing something different today in light of the new realities that surround us?” Take the time now to respond to these changes and control your organization’s destiny before someone else does. As Andrew Carnegie noted, “The first one gets the oyster; the second gets the shell.” Vicki Kossoff is the managing director of The Learning Factor. Based in Sydney, Australia, Vicki has been assisting leading global organisations to expand their learning operations throughout the Asia Pacific region - working as their Asia Pacific Network Orchestrator. Vicki has been recognized in the Who’s Who of Learning Thought Leaders by Training Industry Inc. She can be contacted at vicki.kosssoff@learningfactor.com.au. FastFacts The International Monetary Fund states that crossborder capital flows have tripled to $6.4 trillion since 1995. Knowledge Infusion’s 2010 Talent Readiness survey suggests that the U.S. will have a bona fide problem that will impair their business performance over an indefinite period – caused by the “baby boomer” retirements (Miller, 2007). The survey indicates that structural change to the labor force will most profoundly affect large enterprises (those with more than 10,000 employees). The survey concludes that by 2010 upward of 10 percent of the workforce will likely retire. In a recent survey, Workforces Gone Global, 77% of respondents say globalization factors are making a difference in their talent management strategies — Talent Management Trend Survey 2007 by BPM Forum, SuccessFactors & Human Capital Institute. In a survey of over 1,000 global CEOs, half “plan to deeply change their organizations’ capabilities, knowledge and assets” — “The Enterprise of the Future” — IBM CEO Global Study 2008. 29 SkillSets The network orchestrator role requires distinct skills that include: 1. Knowing how to develop and manage a network 2. Being extremely skilled at sourcing the right providers 3. Controlling through empowerment, allowing providers to be free to innovate 4. Cultivating a deep understanding of processes and practices 5. Defining standards for communication and coordination 6. Overseeing the performance of the network 7. Assuming ultimate responsibility for the end product 8. Acting in an entrepreneurial manner Training Industry Quarterly, Fall 2008 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ
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