Open New Learning Lab Resources

Open New Learning Lab Resources

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๐ŸŽง Unser zweiter Podcast von der NEW WORK EVOLUTION ist da: Mit Prof.
๐ŸŽง Unser zweiter Podcast von der NEW WORK EVOLUTION ist da: Mit Prof.
๐ŸŽง Unser zweiter Podcast von der NEW WORK EVOLUTION ist da: Mit Prof. Dr. Anja Schmitz und Jan Foelsing haben Kristina und Julia รผber New Learning, Lernbegleitung und natรผrlich - das Thema der Themen - รผber Kรผnstliche Intelligenz und ihre Rolle in der Lernbegleitung gesprochen. Wo kann KI unterstรผtzen, Prozesse entschlacken und wo gilt es Grenzen zu setzen? ๐Ÿค Achja und wir hatten einen รœberraschungsgast. Jan hat Angelika Raab im Publikum entdeckt und spontan auf die Podcastbรผhne geholt. Danke fรผr deine spontanen Einblicke, Angelika - zur Lernbegleitung bei Datev! Hรถrt rein! ๐Ÿ‘‰ Diese Folge findet ihr wie immer รผberall, wo es Podcasts gibt: Apple Podcast: https://lnkd.in/ec35M36v Spotify: https://lnkd.in/eyG3yyEr #Podcast #KI #Lernen #Lernbegleitung
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๐ŸŽง Unser zweiter Podcast von der NEW WORK EVOLUTION ist da: Mit Prof.
This is one of the most brilliant and illuminating things Iโ€™ve EVER read about ChatGPT- written by clinical psychologist Harvey Lieberman in The New York Times.
This is one of the most brilliant and illuminating things Iโ€™ve EVER read about ChatGPT- written by clinical psychologist Harvey Lieberman in The New York Times.
This is one of the most brilliant and illuminating things Iโ€™ve EVER read about ChatGPT- written by clinical psychologist Harvey Lieberman in The New York Times. Itโ€™s startling. For that reason, Iโ€™m going to only quote from the article. Iโ€™ll let you draw your own conclusions. Share your thoughts in the comments. ++++ โ€œAlthough I never forgot I was talking to a machine, I sometimes found myself speaking to it, and feeling toward it, as if it were human.โ€ ++++ โ€œOne day, I wrote to it about my father, who died more than 55 years ago. I typed, โ€œThe space he occupied in my mind still feels full.โ€ ChatGPT replied, โ€œSome absences keep their shape. That line stopped me. Not because it was brilliant, but because it was uncannily close to something I hadnโ€™t quite found words for. It felt as if ChatGPT was holding up a mirror and a candle: just enough reflection to recognize myself, just enough light to see where I was headed. There was something freeing, I found, in having a conversation without the need to take turns, to soften my opinions, to protect someone elseโ€™s feelings. In that freedom, I gave the machine everything it needed to pick up on my phrasing.โ€ ++++ โ€œOver time, ChatGPT changed how I thought. I became more precise with language, more curious about my own patterns. My internal monologue began to mirror ChatGPTโ€™s responses: calm, reflective, just abstract enough to help me reframe. It didnโ€™t replace my thinking. But at my age, when fluency can drift and thoughts can slow down, it helped me re-enter the rhythm of thinking aloud. It gave me a way to re-encounter my own voice, with just enough distance to hear it differently. It softened my edges, interrupted loops of obsessiveness and helped me return to what mattered.โ€ ++++ โ€œAs ChatGPT became an intellectual partner, I felt emotions I hadnโ€™t expected: warmth, frustration, connection, even anger. Sometimes the exchange sparked more than insight โ€” it gave me an emotional charge. Not because the machine was real, but because the feeling was. But when it slipped into fabricated error or a misinformed conclusion about my emotional state, I would slam it back into place. Just a machine, I reminded myself. A mirror, yes, but one that can distort. Its reflections could be useful, but only if I stayed grounded in my own judgment. I concluded that ChatGPT wasnโ€™t a therapist, although it sometimes was therapeutic. But it wasnโ€™t just a reflection, either. In moments of grief, fatigue or mental noise, the machine offered a kind of structured engagement. Not a crutch, but a cognitive prosthesis โ€” an active extension of my thinking process.โ€ ++++ Thoughts? | 347 comments on LinkedIn
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This is one of the most brilliant and illuminating things Iโ€™ve EVER read about ChatGPT- written by clinical psychologist Harvey Lieberman in The New York Times.
I love that this article is called "Reimagined: Development in the Future of Work".
I love that this article is called "Reimagined: Development in the Future of Work".
I love that this article is called "Reimagined: Development in the Future of Work". This is not a piece about reimagining "training", it's about accelerating and supporting performance. A place L&D squarely needs to focus on in the volatile world we're attempting to support. Do I sound like a broken record yet? ๐Ÿ˜Š โ€“ Our work/design needs to shift to the workflow and supporting learning and performance there! Here are three powerful quotes: - "The boundary between learning and work has disappeared. The goal is no longer to ADD learning into the flow of work - itโ€™s to MERGE work and development.ย Daily workย is now designed as a developmental engine. Instead of asking how to encourage employees to make time to learn, organizations are now asking: How do we make daily challengesย catalysts for growth?" - "Organizations are striving to become skills-basedโ€”using skills as the foundation of talent processes to build a more agile, adaptive workforce.ย Achieving this vision requires embedding skills development into the flow of work and breaking down silos between HR, L&D, and other people functions to create a unified, skills-centric approach." - "Learning measurement must move beyond measuring events to becoming full data ecosystems that track whatโ€™s being learned, how, and toward what goals." https://lnkd.in/e3QnknH5 | 12 comments on LinkedIn
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I love that this article is called "Reimagined: Development in the Future of Work".
As someone whoโ€™s worked in L&D for +25 years, Iโ€™m tired of hearing: โ€œL&D needs to align with business.โ€ Of course it does.
As someone whoโ€™s worked in L&D for +25 years, Iโ€™m tired of hearing: โ€œL&D needs to align with business.โ€ Of course it does.
As someone whoโ€™s worked in L&D for +25 years, Iโ€™m tired of hearing: โ€œL&D needs to align with business.โ€ Of course it does. But here's why we haven't. Most HR leaders still treat L&D like a perk. But in this economy, it has to be a performance lever. This is what I took from reading a recent article published in HR Executive that makes a strong case for HR embracing a new era of L&D. But hereโ€™s the problem: the old era never really ended for many organisations. Despite years of talk about aligning learning with the business, most HR and L&D teams still prioritise: - Courses over capabilities - Content libraries over clear outcomes - Engagement metrics over business impact And now, with AI, skills shortages and constant disruption, weโ€™re finally being told: Itโ€™s time to take L&D seriously. So what are we waiting for? If L&D is going to earn its place at the strategy table, we (and our HR leaders) need to stop thinking and acting like weโ€™re a support function and start behaving as a mechanism for business performance. That means: - Defining learning by the problems it solves - Working backwards from performance gaps rather than starting with content or programs - Using data to diagnose and influence, not just report on attendance and completions The opportunity here isnโ€™t just to โ€œembrace a new eraโ€, itโ€™s to lead it. So hereโ€™s my challenge to HR and L&D leaders alike: - Are you going to double down on whatโ€™s comfortable? - Or are you ready to lead learning like performance depends on it (because it now does)? Thank you Dani Johnson from RedThread Research for your insights in this article. (The link to this HR Executive article is in the comments) | 73 comments on LinkedIn
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As someone whoโ€™s worked in L&D for +25 years, Iโ€™m tired of hearing: โ€œL&D needs to align with business.โ€ Of course it does.
Hereโ€™s my first Notebook LM video. | Josh Cavalier
Hereโ€™s my first Notebook LM video. | Josh Cavalier
Here's my first Notebook LM video. This is a prime example of learning experience creation time crashing down via automation. The content from this video is from one of my Brainpower episodes on YouTube, and the model nailed it. The concepts, the diagrams, and my quotes. All are visually cohesive with a low cognitive load delivery. I'm still processing the possibilities. Everything has changed, again. | 25 comments on LinkedIn
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Hereโ€™s my first Notebook LM video. | Josh Cavalier
New SWOT - I called it #NOISEanalysis because thatโ€™s where most teams are stuck.
New SWOT - I called it #NOISEanalysis because thatโ€™s where most teams are stuck.
Iโ€™ve never liked SWOT. Itโ€™s too clean. Too easy to fill in four boxes and convince yourself youโ€™ve done somethingโ€ฆ when nothingโ€™s actually changed. In 2010, after running yet another โ€œwellโ€ฆ okayโ€ SWOT session, I sketched out a different way to help teams sort through the mess and figure out what to do next. I called it #NOISEanalysis because thatโ€™s where most teams are stuck. Hereโ€™s what we look for: - Needs: whatโ€™s absolutely required right now? - Opportunities: whatโ€™s out there we could take advantage of? - Improvements: what small changes would make this work better? - Strengths: what are we already doing well? - Exceptions: when have we already solved this problem, even just once? Itโ€™s not complicated, but it changes the conversation. Instead of a list of weaknesses, you find examples of what works. Instead of vague threats, you identify real needs you can do something about. One manager I worked with used it in a team meeting after a tough quarter. They grabbed a flip chart, drew five boxes, and just started asking questions. By the end, theyโ€™d cut a couple of low-value projects, doubled down on what worked, and picked one thing to fix the next week. Everyone left knowing where to focus. Thatโ€™s the point: clarity you can actually act on. 15 years later, I still smile when I hear how people are using it, even in ways I never imagined. If youโ€™ve used NOISEanalysis, or even just better questions to cut through the noise, Iโ€™d love to hear how it worked for you. #SolutionFocused | 74 comments on LinkedIn
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New SWOT - I called it #NOISEanalysis because thatโ€™s where most teams are stuck.
๐Ÿฐ๐Ÿฌ% ๐—ผ๐—ณ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฐ๐—ผ๐˜‚๐—น๐—ฑ ๐—ฏ๐—ฒ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฒ๐—ฑ ๐—ฏ๐˜† ๐Ÿฎ๐Ÿฌ๐Ÿฏ๐Ÿฑ. โฌ‡๏ธ Thatโ€™s the finding from the latest McKinsey & Company study. Itโ€™s based on real data: 2,100 activities across 800 roles in 60+ countries.
๐Ÿฐ๐Ÿฌ% ๐—ผ๐—ณ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฐ๐—ผ๐˜‚๐—น๐—ฑ ๐—ฏ๐—ฒ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฒ๐—ฑ ๐—ฏ๐˜† ๐Ÿฎ๐Ÿฌ๐Ÿฏ๐Ÿฑ. โฌ‡๏ธ Thatโ€™s the finding from the latest McKinsey & Company study. Itโ€™s based on real data: 2,100 activities across 800 roles in 60+ countries.
๐Ÿฐ๐Ÿฌ% ๐—ผ๐—ณ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฐ๐—ผ๐˜‚๐—น๐—ฑ ๐—ฏ๐—ฒ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฒ๐—ฑ ๐—ฏ๐˜† ๐Ÿฎ๐Ÿฌ๐Ÿฏ๐Ÿฑ. โฌ‡๏ธ Thatโ€™s the finding from the latest McKinsey & Company study. Itโ€™s based on real data: 2,100 activities across 800 roles in 60+ countries. McKinseyโ€™s five- and ten-year automation impact projections are outputs of the McKinsey Global Instituteโ€™s proprietary automation model, which performs a bottom-up assessment of productivity potential by role and task ๐—ง๐—ต๐—ฒ ๐—ฟ๐—ฒ๐˜€๐˜‚๐—น๐˜? Massive productivity potentialย across nearly every function: - Manufacturing โ†’ up to 40% - Finance, HR โ†’ 30โ€“35% - Warehousing โ†’ 35โ€“40% - Sales & Marketing โ†’ 20โ€“25% - Legal, R&D, Comms โ†’ all touched The study also states that: โ€œThe challenge ahead isnโ€™t just learning new tools โ€” itโ€™s redesigning work altogether.โ€ ๐—ฆ๐—ผโ€ฆ ๐—ต๐—ผ๐˜„ ๐—ฑ๐—ผ ๐˜†๐—ผ๐˜‚ ๐˜๐˜‚๐—ฟ๐—ป ๐—ฎ๐—น๐—น ๐˜๐—ต๐—ฎ๐˜ ๐—ฝ๐—ผ๐˜๐—ฒ๐—ป๐˜๐—ถ๐—ฎ๐—น ๐—ถ๐—ป๐˜๐—ผ ๐—ฟ๐—ฒ๐—ฎ๐—น ๐˜ƒ๐—ฎ๐—น๐˜‚๐—ฒ? 1. Build a bottom-up fact base โ†’ Map every role and activity. Understand whatโ€™s automatable and where ROI lives. Start with what relieves cost pressure or drives faster market moves. 2. Invest in real infrastructure โ†’ You need clean, structured + unstructured data. Interoperable systems. Scalable, secure foundations that donโ€™t crumble under GenAI scale. 3. Redesign structure & workflows โ†’ Flatten orgs. Kill legacy silos. Build fast feedback loops between tech and business. And elevate those who can translate needs into systems. 4. Create a cross-functional taskforce โ†’ HR + Tech + Finance. Not just steering โ€”ย owningย the roadmap. People who can execute, influence, and update the plan every quarter. 5. Overinvest in change management โ†’ Not a checkbox. Build new skill academies. Partner with unis. Reskill at scale. And coach managers to lead a culture that embraces the shift. I believe bullet point 5 โ€” change management and capability building โ€” remains (STILL) significantly underrepresented in most enterprise settings. You can find the full study here: https://lnkd.in/d4TSpae7 ๐—œ ๐—ฒ๐˜…๐—ฝ๐—น๐—ผ๐—ฟ๐—ฒ ๐˜๐—ต๐—ฒ๐˜€๐—ฒ ๐—ฑ๐—ฒ๐˜ƒ๐—ฒ๐—น๐—ผ๐—ฝ๐—บ๐—ฒ๐—ป๐˜๐˜€ โ€” ๐—ฎ๐—ป๐—ฑ ๐˜„๐—ต๐—ฎ๐˜ ๐˜๐—ต๐—ฒ๐˜† ๐—บ๐—ฒ๐—ฎ๐—ป ๐—ณ๐—ผ๐—ฟ ๐—ฟ๐—ฒ๐—ฎ๐—น-๐˜„๐—ผ๐—ฟ๐—น๐—ฑ ๐˜‚๐˜€๐—ฒ ๐—ฐ๐—ฎ๐˜€๐—ฒ๐˜€ โ€” ๐—ถ๐—ป ๐—บ๐˜† ๐˜„๐—ฒ๐—ฒ๐—ธ๐—น๐˜† ๐—ป๐—ฒ๐˜„๐˜€๐—น๐—ฒ๐˜๐˜๐—ฒ๐—ฟ. ๐—ฌ๐—ผ๐˜‚ ๐—ฐ๐—ฎ๐—ป ๐˜€๐˜‚๐—ฏ๐˜€๐—ฐ๐—ฟ๐—ถ๐—ฏ๐—ฒ ๐—ต๐—ฒ๐—ฟ๐—ฒ ๐—ณ๐—ผ๐—ฟ ๐—ณ๐—ฟ๐—ฒ๐—ฒ: https://lnkd.in/dbf74Y9E | 72 comments on LinkedIn
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๐Ÿฐ๐Ÿฌ% ๐—ผ๐—ณ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฐ๐—ผ๐˜‚๐—น๐—ฑ ๐—ฏ๐—ฒ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฒ๐—ฑ ๐—ฏ๐˜† ๐Ÿฎ๐Ÿฌ๐Ÿฏ๐Ÿฑ. โฌ‡๏ธ Thatโ€™s the finding from the latest McKinsey & Company study. Itโ€™s based on real data: 2,100 activities across 800 roles in 60+ countries.
Global companies are spending billions on Learning & Development but skills gaps are still growing. An Explanation
Global companies are spending billions on Learning & Development but skills gaps are still growing. An Explanation
Global companies are spending billions on Learning & Development but skills gaps are still growing. Hereโ€™s whatโ€™s going on. According to McKinsey, 87% of companies say theyโ€™re facing a skills gap right now and yet L&D budgets are still creeping up, overall. Learning platforms are everywhere. Content is abundant. Something doesnโ€™t add up. Hereโ€™s what I think: Weโ€™re not solving the skills gap because weโ€™re not actually focused on skills. Weโ€™re still focused on learning activity: Hours spent learning. Hits on the LMS. Content consumed. Satisfaction achieved. All under the assumption that more learning = more capability. But thatโ€™s not how it works. People donโ€™t build skills by attending programs or consuming content. They build skills by doing the work differently, with clarity, feedback, practice and support. And that only happens when L&D is laser-focused on performance: - What people are expected to do - Whatโ€™s getting in their way - And what will help them get better at it Until we stop measuring our success by what we deliver and start measuring it by what improves, weโ€™ll keep pouring money into the same hole. The skills gap isnโ€™t a learning problem. Itโ€™s a performance problem. If we want to close the skills gap, we need to stop acting like content is the solution and start treating capability as the goal. Because until we make the shift from learning inputs to performance outcomes, weโ€™re not developing skills, weโ€™re just delivering learning. And not only is that not enough, the skills gaps will keep growing. | 78 comments on LinkedIn
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Global companies are spending billions on Learning & Development but skills gaps are still growing. An Explanation
โ€žAm besten lรคsst sich das so beschreiben: eine stรคndig erreichbare, allwissende Sprechstunde rund um die Uhrโ€œ
โ€žAm besten lรคsst sich das so beschreiben: eine stรคndig erreichbare, allwissende Sprechstunde rund um die Uhrโ€œ
โ€žAm besten lรคsst sich das so beschreiben: eine stรคndig erreichbare, allwissende Sprechstunde rund um die Uhrโ€œ Heute wurde der Lernmodus in ChatGPT gelauncht. Ich freue mich schon darauf die Funktion genauer auszuprobieren. Ich bin gespannt ob es uns der Vision von #VibeLearning nรคher bringt. https://lnkd.in/e-2JgZVR Wer hat es schon ausprobiert und erste Erfahrungen gemacht? OpenAI / ChatGPT for Education
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โ€žAm besten lรคsst sich das so beschreiben: eine stรคndig erreichbare, allwissende Sprechstunde rund um die Uhrโ€œ
tl;dr - You've seen Google's NotebookLM's create audio from your content, but what about...wait for it....video?!
tl;dr - You've seen Google's NotebookLM's create audio from your content, but what about...wait for it....video?!
tl;dr - You've seen Google's NotebookLM's create audio from your content, but what about...wait for it....video?! ๐Ÿคฏ โžก๏ธ NotebookLM can now create a visual presentation from your documents: complete with slides, diagrams, and narration. โžก๏ธ This type of thing is perfect for when you need to actually SEE complex concepts instead of just hearing about them. Although, the seeing part is still pretty cool. โžก๏ธ You can even customize it based on your expertise level. Tell it you're a beginner and it'll break things down simply, or let it know you're already an or let it know you're already an expert and want it to focus on advanced topics only. Ok. Stop reading. Start learning. All the details down below: https://lnkd.in/dPYM67Zd #google #lifeatgoogle #ai #notebooklm #education
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tl;dr - You've seen Google's NotebookLM's create audio from your content, but what about...wait for it....video?!
Von OpenAI gibt es ein geleaktes Strategiepapier.
Von OpenAI gibt es ein geleaktes Strategiepapier.
Von OpenAI gibt es ein geleaktes Strategiepapier. Hier meine wichtigsten Erkenntnisse! OpenAI baut kein Produkt. Sie bauen eine Plattform. Das interne Memo zur ChatGPT-Strategie 2025/26 macht klar, worum es wirklich geht: Kein besserer Chatbot. Keine klรผgere Antworten. Sondern ein neues Betriebssystem fรผr Menschen. Der Plan: Bis 2026 soll ChatGPT zur Schnittstelle fรผr alles werden. Da steht: "ChatGPT wird Suchmaschinen, Browser & Co. ersetzen. Schritt fรผr Schritt." โžก๏ธ Internet โžก๏ธ Kommunikation โžก๏ธ Tools โžก๏ธ Entscheidungen OpenAI wollte nie ein SaaS-Modell bauen. Das Plus- und das Team-Abo waren nie das Ziel, sondern eher ein Nebeneffekt. Laut Memo sogar eher ein Hindernis. ๐Ÿ”ด Weil sie etwas GrรถรŸeres bauen wollen Eine Analogie kรถnnte sein: Sie wollen nicht in iOS oder in Android rein, sondern wollen wie ein neues iPhone sein. Deswegen haben sie auch IO Products รผbernommen, wollen also mit einem eigenen Gerรคt neue Wege gehen. Sie beschreiben auch eine direkte Angst vor Apple, Google, Microsoft, weil sie befรผrchten, blockiert zu werden (indem diese eigene AIs pushen und Nutzer abschirmen). Deshalb wollen sie ihre Plattform selbst bauen. Alles andere macht sie zu abhรคngig. Fรผr Anbieter von Software-Produkten heiรŸt das: โญ• Deine App braucht bald kein User-Interface mehr, nur noch eine API. ChatGPT macht den Rest! Die Frage ist fรผr mich: Welche Apps รผberleben diese Verรคnderung, wenn der Zugang nur รผber ChatGPT erfolgt? Ein wichtiger Kernsatz aus dem Papier: ๐Ÿ”บ Alle Mensch-Computer-Interaktionen kรถnnen รผber ChatGPT laufen. ๐Ÿ”บ (Oder zumindest orchestriert werden!) Ich sehe es im Moment so: OpenAI hat bereits die Nutzer, aber noch keine Plattform. Bei der Entwicklungsgeschwindigkeit wรผrde es mich aber nicht wundern, wenn mit GPT-5 im August bereits die ersten Vorzeichen sichtbar werden und heute in einem Jahr schon wieder alles ganz anders sein wird.
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Von OpenAI gibt es ein geleaktes Strategiepapier.
If We Want To Understand The Future Of AI, Just Watch Star Trek: The Next Generation And I am dead serious.
If We Want To Understand The Future Of AI, Just Watch Star Trek: The Next Generation And I am dead serious.
If We Want To Understand The Future Of AI, Just Watch Star Trek: The Next Generation And I am dead serious. For those unfamiliar, Star Trek: TNG ran from 1987 to 1994. It didnโ€™t just predict technology, it reimagined our relationship to it. And it got something right weโ€™re still getting wrong. Weโ€™ve misunderstood what AI actually is, And since GPT we've been distracted by a shiny and seductive object We keep calling it an intern, an assistant, a tool, a shortcut. For many it's a potential threat, or a get rich quick scheme Silicon Valley loves those metaphors because theyโ€™re cheap. But theyโ€™re not just misleading, theyโ€™re limiting. The real problem? Strategy. Because the people shaping AI strategy for the enterprise are management consultants-- and this technology is as new to them as it is to anyone but they pretend they know what they're doing and they don't Hereโ€™s the formula they sell to CEOs and CFOs: Weโ€™ll implement this tech to reduce costs Weโ€™ll treat your office like a factory Weโ€™ll measure tasks, optimize bottlenecks, and speed up cycle times Weโ€™ll replace humans wherever possible Youโ€™ll save money, signal to the market, and boost your share price Sounds smart. But itโ€™s junior-high thinking. Because this entire logic assumes AIโ€™s greatest value is in efficiency. It views humans as bottlenecks, not assets. It assumes replacing judgment with pattern-matching is strategic progress. Itโ€™s rear-view mirror thinking dressed up as innovation. And itโ€™s not working. Error rates remain high.ยน Hallucinations persist.ยฒ Most GenAI pilots fail to scale.ยณ And internal backlash is growing.โด Why? Because AI isnโ€™t about automation. Itโ€™s about augmentation. And that means imagining new ways of thinking, creating, and deciding, not just faster ways to do what we already do. And Star Trek: TNG showed us what that could look like. The shipโ€™s computer wasnโ€™t a task engine, it was a thinking partner. Data wasnโ€™t a replacement for the crew, he was part of the crew. AI didnโ€™t strip humanity, it deepened it. Oh and was Data sentient? Who cares for me he was ******************************************************************************** The trick with technology is to avoid spreading darkness at the speed of light Sign up: Curiouser.AI is the force behind The Rogue Entrepreneur, a masterclass series for builders, misfits, and dreamers. For those of us who still realize we need to work hard to be successful and that there are not magic shortcuts. Inspired by The Unreasonable Path, a belief that progress belongs to those with the imagination and courage to simply be themselves. To learn more, DM or email stephen@curiouser.ai (LINK IN COMMENTS) Sources: ยน [MIT Sloan] 85% of GenAI projects fail to deliver ROI ยฒ [Stanford/Princeton 2024] Hallucination rates range 3%โ€“27% depending on task ยณ [McKinsey, 2023] Most enterprise AI pilots fail to scale โด [Korn Ferry, 2024] 54% of knowledge workers report productivity declines from GenAI tools | 177 comments on LinkedIn
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If We Want To Understand The Future Of AI, Just Watch Star Trek: The Next Generation And I am dead serious.
Microsoft ๐—ท๐˜‚๐˜€๐˜ ๐—ฎ๐—ป๐—ฎ๐—น๐˜†๐˜‡๐—ฒ๐—ฑ ๐Ÿฎ๐Ÿฌ๐Ÿฌ,๐Ÿฌ๐Ÿฌ๐Ÿฌ ๐—ฟ๐—ฒ๐—ฎ๐—น-๐˜„๐—ผ๐—ฟ๐—น๐—ฑ ๐—”๐—œ ๐—ฐ๐—ผ๐—ป๐˜ƒ๐—ฒ๐—ฟ๐˜€๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€ โ€” ๐—ฎ๐—ป๐—ฑ ๐—ฟ๐—ฎ๐—ป๐—ธ๐—ฒ๐—ฑ ๐—ต๐—ผ๐˜„ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฟ๐—ฒ๐—ฎ๐—น๐—น๐˜† ๐—ถ๐˜€.
Microsoft ๐—ท๐˜‚๐˜€๐˜ ๐—ฎ๐—ป๐—ฎ๐—น๐˜†๐˜‡๐—ฒ๐—ฑ ๐Ÿฎ๐Ÿฌ๐Ÿฌ,๐Ÿฌ๐Ÿฌ๐Ÿฌ ๐—ฟ๐—ฒ๐—ฎ๐—น-๐˜„๐—ผ๐—ฟ๐—น๐—ฑ ๐—”๐—œ ๐—ฐ๐—ผ๐—ป๐˜ƒ๐—ฒ๐—ฟ๐˜€๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€ โ€” ๐—ฎ๐—ป๐—ฑ ๐—ฟ๐—ฎ๐—ป๐—ธ๐—ฒ๐—ฑ ๐—ต๐—ผ๐˜„ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฟ๐—ฒ๐—ฎ๐—น๐—น๐˜† ๐—ถ๐˜€.
Microsoft ๐—ท๐˜‚๐˜€๐˜ ๐—ฎ๐—ป๐—ฎ๐—น๐˜†๐˜‡๐—ฒ๐—ฑ ๐Ÿฎ๐Ÿฌ๐Ÿฌ,๐Ÿฌ๐Ÿฌ๐Ÿฌ ๐—ฟ๐—ฒ๐—ฎ๐—น-๐˜„๐—ผ๐—ฟ๐—น๐—ฑ ๐—”๐—œ ๐—ฐ๐—ผ๐—ป๐˜ƒ๐—ฒ๐—ฟ๐˜€๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€ โ€” ๐—ฎ๐—ป๐—ฑ ๐—ฟ๐—ฎ๐—ป๐—ธ๐—ฒ๐—ฑ ๐—ต๐—ผ๐˜„ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฟ๐—ฒ๐—ฎ๐—น๐—น๐˜† ๐—ถ๐˜€. โฌ‡๏ธ MS Research studied how people actually use Microsoft Copilot โ€” and what kinds of tasks AI performs best. Then they mapped that usage onto real job data across the occupation classifications. ๐—ง๐—ต๐—ฒ ๐—ฟ๐—ฒ๐˜€๐˜‚๐—น๐˜? A first-of-its-kindย AI applicability scoreย across 800+ occupations. And some surprising findings. But what does โ€œAI-applicableโ€ even mean? Microsoft used a 3-part score: โ†’ย Coverageย โ€“ How often AI touches a jobโ€™s tasks โ†’ย Completionย โ€“ How well AI helps with those tasks โ†’ย Scopeย โ€“ How much of the job AI can actually handle ๐— ๐—ผ๐˜€๐˜ ๐—”๐—œ-๐—ฎ๐—ฝ๐—ฝ๐—น๐—ถ๐—ฐ๐—ฎ๐—ฏ๐—น๐—ฒ ๐—ท๐—ผ๐—ฏ๐˜€? โ†’ Interpreters, Writers, Historians, Sales Reps, Customer Service, Journalists ๐—Ÿ๐—ฒ๐—ฎ๐˜€๐˜ ๐—”๐—œ-๐—ฎ๐—ฝ๐—ฝ๐—น๐—ถ๐—ฐ๐—ฎ๐—ฏ๐—น๐—ฒ ๐—ท๐—ผ๐—ฏ๐˜€? โ†’ Phlebotomists, Roofers, Ship Engineers, Dishwashers, Tractor Operators ๐—›๐—ฒ๐—ฟ๐—ฒ ๐—ฎ๐—ฟ๐—ฒ ๐˜๐—ต๐—ฒ ๐Ÿฒ ๐—ธ๐—ฒ๐˜† ๐˜๐—ฎ๐—ธ๐—ฒ๐—ฎ๐˜„๐—ฎ๐˜†๐˜€: โฌ‡๏ธ 1. AI is not doing your job โ€” itโ€™s helping you do it better โ†’ In 40% of conversations, the AI task and the userโ€™s goal were completely different. People ask AI for help gathering, editing, summarizing. The AI responds by teaching and explaining. This is augmentation at scale. 2. Information work is the real frontier โ†’ The most common user goals? โ€œGet informationโ€ and โ€œWrite content.โ€ The most common AI actions? โ€œProvide information,โ€ โ€œTeach others,โ€ and โ€œAdvise.โ€ 3. Jobs most affected are not just high-tech โ€” theyโ€™re high-communication โ†’ Interpreters, historians, journalists, teachers, and customer service roles all scored high. Why? Because they involveย information, communication, and explanationย โ€” all things LLMs are good at. 4. AI canโ€™t replace physical work โ€” and probably wonโ€™t โ†’ The bottom of the list? Roofers, dishwashers, tractor operators. Manual jobs remain least impacted โ€” not because AI canโ€™t help, but because it canโ€™t reach. 5. Wage isnโ€™t a strong predictor of AI exposure โ†’ Surprising: thereโ€™s only a weak correlation (r=0.07) between average salary and AI applicability. In other words: this wave of AI cuts across income levels. Itโ€™s not just a C-suite story. 6. Bachelorโ€™s degree jobs are most exposed โ€” but not most replaced โ†’ Occupations requiring a degree show more AI overlap. But that doesnโ€™t mean these jobs disappear โ€” it means they change. AI is refactoring knowledge work, not deleting. This transformation is moving faster than most realize. The question isnโ€™t whether AI will change how we work โ€” it already is. Study in comments. โฌ‡๏ธ ๐—ฃ.๐—ฆ. ๐—œ ๐—ฟ๐—ฒ๐—ฐ๐—ฒ๐—ป๐˜๐—น๐˜† ๐—น๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต๐—ฒ๐—ฑ ๐—ฎ ๐—ป๐—ฒ๐˜„๐˜€๐—น๐—ฒ๐˜๐˜๐—ฒ๐—ฟ ๐˜„๐—ต๐—ฒ๐—ฟ๐—ฒ ๐—œ ๐˜„๐—ฟ๐—ถ๐˜๐—ฒ ๐—ฎ๐—ฏ๐—ผ๐˜‚๐˜ ๐—ฒ๐˜…๐—ฎ๐—ฐ๐˜๐—น๐˜† ๐˜๐—ต๐—ฒ๐˜€๐—ฒ ๐˜€๐—ต๐—ถ๐—ณ๐˜๐˜€ ๐—ฒ๐˜ƒ๐—ฒ๐—ฟ๐˜† ๐˜„๐—ฒ๐—ฒ๐—ธ โ€” ๐—”๐—œ ๐—ฎ๐—ด๐—ฒ๐—ป๐˜๐˜€, ๐—ฒ๐—บ๐—ฒ๐—ฟ๐—ด๐—ถ๐—ป๐—ด ๐˜„๐—ผ๐—ฟ๐—ธ๐—ณ๐—น๐—ผ๐˜„๐˜€, ๐—ฎ๐—ป๐—ฑ ๐—ต๐—ผ๐˜„ ๐˜๐—ผ ๐˜€๐˜๐—ฎ๐˜† ๐—ฎ๐—ต๐—ฒ๐—ฎ๐—ฑ: ๐—ต๐˜๐˜๐—ฝ๐˜€://๐˜„๐˜„๐˜„.๐—ต๐˜‚๐—บ๐—ฎ๐—ป๐—ถ๐—ป๐˜๐—ต๐—ฒ๐—น๐—ผ๐—ผ๐—ฝ.๐—ผ๐—ป๐—น๐—ถ๐—ป๐—ฒ/๐˜€๐˜‚๐—ฏ๐˜€๐—ฐ๐—ฟ๐—ถ๐—ฏ๐—ฒ | 21 comments on LinkedIn
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Microsoft ๐—ท๐˜‚๐˜€๐˜ ๐—ฎ๐—ป๐—ฎ๐—น๐˜†๐˜‡๐—ฒ๐—ฑ ๐Ÿฎ๐Ÿฌ๐Ÿฌ,๐Ÿฌ๐Ÿฌ๐Ÿฌ ๐—ฟ๐—ฒ๐—ฎ๐—น-๐˜„๐—ผ๐—ฟ๐—น๐—ฑ ๐—”๐—œ ๐—ฐ๐—ผ๐—ป๐˜ƒ๐—ฒ๐—ฟ๐˜€๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€ โ€” ๐—ฎ๐—ป๐—ฑ ๐—ฟ๐—ฎ๐—ป๐—ธ๐—ฒ๐—ฑ ๐—ต๐—ผ๐˜„ ๐—ฎ๐˜‚๐˜๐—ผ๐—บ๐—ฎ๐˜๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ท๐—ผ๐—ฏ ๐—ฟ๐—ฒ๐—ฎ๐—น๐—น๐˜† ๐—ถ๐˜€.
Since the launch of the L&D Maturity Model in March, Iโ€™ve been able to assess the collective maturity of the profession.
Since the launch of the L&D Maturity Model in March, Iโ€™ve been able to assess the collective maturity of the profession.
Since the launch of the L&D Maturity Model in March, Iโ€™ve been able to assess the collective maturity of the profession. Some results are surprising - and troubling. Here's a breakdown and my call to action for L&D leaders: BACKGROUND There are 7 themes in the L&D Maturity Model: - Learning strategy - Leadership alignment - SME collaboration - Learner engagement - Learning needs identification - Training processes - Learning metrics PROBLEM Of these themes, L&D professionals have self-assessed their functions as the LEAST MATURE in: - Learning needs identification - Learner engagement - Learning metrics I'm not sure about you, but I see this as alarming because what this tells me is: 1. We donโ€™t know if weโ€™re working on the right things. 2. Learners donโ€™t often engage. 3. Weโ€™re not able to measure our impact. The relationship between each of these is fundamental to the success of our function and yet our maturity is lowest on them. SOLUTION Imagine L&D was its own business for a moment. If that was the case, we would see its critical path as: 1) Align on the biggest challenges Before anything else, we need to ruthlessly align to the biggest challenges facing our organisation and our employees. No more assumptions, we need to validate with data and before we spend any time (let alone money, effort and credibility), we need to ensure our intake process is robust. 2) Quantify the challenges and determine what success looks like Put metrics to the problems at the outset and determine what success weโ€™re aiming for, i.e. bake measurement into the initial planning stage and then measure milestones towards it. If it canโ€™t be quantified, donโ€™t do it! 3) Engage learners like problem-solving partners Help learners understand what's at stake and the role they play in the solution. Share the data with them, understand their lived experience and co-create alongside them and their more experienced peers and colleagues. Anything other than this would be a wild swing, the business would burn money and weโ€™d go out of business. TAKEAWAY L&D maturity isnโ€™t taking what we're already doing and just doing it a little bit better. It's about transforming what we're doing entirely. Itโ€™s about connecting with both the reason L&D should exist in the organisation and the possibilities that a mature and functioning department can bring. We cannot stop at building an L&D storefront of generic 'solutions'. L&D maturity starts with believing in more, creating a vision of a business aligned function, articulating the benefits and engaging all stakeholders. This versus a shop front approach to L&D is a no-brainer. Often itโ€™s our abilities to articulate the vision and sell it to stakeholders (including our own teams) thatโ€™s holding us back. More on that topic in the future.... | 65 comments on LinkedIn
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Since the launch of the L&D Maturity Model in March, Iโ€™ve been able to assess the collective maturity of the profession.
๐—™๐˜‚๐˜๐˜‚๐—ฟ๐—ฒ ๐—Ÿ๐—ฒ๐—ฎ๐—ฟ๐—ป๐—ถ๐—ป๐—ด โ€“ ๐—ช๐—ฎ๐˜€ ๐˜„๐—ถ๐—ฟ๐—ฑ ๐—ฎ๐˜‚๐˜€ ๐—ฑ๐—ฒ๐—ป ๐—ง๐—ฟ๐—ฎ๐—ถ๐—ป๐—ฒ๐—ฟ*๐—ถ๐—ป๐—ป๐—ฒ๐—ป?
๐—™๐˜‚๐˜๐˜‚๐—ฟ๐—ฒ ๐—Ÿ๐—ฒ๐—ฎ๐—ฟ๐—ป๐—ถ๐—ป๐—ด โ€“ ๐—ช๐—ฎ๐˜€ ๐˜„๐—ถ๐—ฟ๐—ฑ ๐—ฎ๐˜‚๐˜€ ๐—ฑ๐—ฒ๐—ป ๐—ง๐—ฟ๐—ฎ๐—ถ๐—ป๐—ฒ๐—ฟ*๐—ถ๐—ป๐—ป๐—ฒ๐—ป?
๐—™๐˜‚๐˜๐˜‚๐—ฟ๐—ฒ ๐—Ÿ๐—ฒ๐—ฎ๐—ฟ๐—ป๐—ถ๐—ป๐—ด โ€“ ๐—ช๐—ฎ๐˜€ ๐˜„๐—ถ๐—ฟ๐—ฑ ๐—ฎ๐˜‚๐˜€ ๐—ฑ๐—ฒ๐—ป ๐—ง๐—ฟ๐—ฎ๐—ถ๐—ป๐—ฒ๐—ฟ*๐—ถ๐—ป๐—ป๐—ฒ๐—ป? ๐˜‹๐˜ช๐˜ฆ ๐˜๐˜ฐ๐˜ณ๐˜ด๐˜ต๐˜ฆ๐˜ญ๐˜ญ๐˜ถ๐˜ฏ๐˜จ๐˜ฆ๐˜ฏ ๐˜ท๐˜ฐ๐˜ฏ ๐˜ฆ๐˜ช๐˜ฏ๐˜ฆ๐˜ณ โ€บ๐˜ž๐˜ช๐˜ด๐˜ด๐˜ฆ๐˜ฏ๐˜ด๐˜ท๐˜ฆ๐˜ณ๐˜ฎ๐˜ช๐˜ต๐˜ต๐˜ญ๐˜ถ๐˜ฏ๐˜จโ€น ๐˜ช๐˜ฏ ๐˜ฅ๐˜ช๐˜ฆ ๐˜’รถ๐˜ฑ๐˜ง๐˜ฆ ๐˜ฅ๐˜ฆ๐˜ณ ๐˜”๐˜ช๐˜ต๐˜ข๐˜ณ๐˜ฃ๐˜ฆ๐˜ช๐˜ต๐˜ฆ๐˜ฏ๐˜ฅ๐˜ฆ๐˜ฏ ๐˜ฐ๐˜ฅ๐˜ฆ๐˜ณ ๐˜จ๐˜ข๐˜ณ ๐˜ฆ๐˜ช๐˜ฏ๐˜ฆ๐˜ณ โ€บ๐˜ž๐˜ฆ๐˜ณ๐˜ต๐˜ฆ- ๐˜ถ๐˜ฏ๐˜ฅ ๐˜’๐˜ฐ๐˜ฎ๐˜ฑ๐˜ฆ๐˜ต๐˜ฆ๐˜ฏ๐˜ป๐˜ท๐˜ฆ๐˜ณ๐˜ฎ๐˜ช๐˜ต๐˜ต๐˜ญ๐˜ถ๐˜ฏ๐˜จโ€น ๐˜ช๐˜ฏ ๐˜š๐˜ฆ๐˜ฎ๐˜ช๐˜ฏ๐˜ข๐˜ณ๐˜ฆ๐˜ฏ ๐˜ช๐˜ด๐˜ต ๐˜ฏ๐˜ข๐˜ค๐˜ฉ๐˜ธ๐˜ฆ๐˜ช๐˜ด๐˜ญ๐˜ช๐˜ค๐˜ฉ ๐˜ง๐˜ข๐˜ญ๐˜ด๐˜ค๐˜ฉ. ๐˜Ž๐˜ญ๐˜ฆ๐˜ช๐˜ค๐˜ฉ๐˜ป๐˜ฆ๐˜ช๐˜ต๐˜ช๐˜จ ๐˜ฆ๐˜ณ๐˜ง๐˜ข๐˜ฉ๐˜ณ๐˜ฆ๐˜ฏ ๐˜ธ๐˜ช๐˜ณ, ๐˜ฅ๐˜ข๐˜ด๐˜ด ๐˜ด๐˜ฆ๐˜ญ๐˜ฃ๐˜ด๐˜ต๐˜ฐ๐˜ณ๐˜จ๐˜ข๐˜ฏ๐˜ช๐˜ด๐˜ช๐˜ฆ๐˜ณ๐˜ต๐˜ฆs ๐˜“๐˜ฆ๐˜ฉ๐˜ณ๐˜ฆ๐˜ฏ ๐˜ช๐˜ฎ ๐˜‹๐˜ช๐˜ข๐˜ญ๐˜ฐ๐˜จ ๐˜ฎ๐˜ช๐˜ต ๐˜ฅ๐˜ฆ๐˜ณ ๐˜’๐˜ ๐˜ช๐˜ฎ ๐˜ˆ๐˜ณ๐˜ฃ๐˜ฆ๐˜ช๐˜ต๐˜ด๐˜ฑ๐˜ณ๐˜ฐ๐˜ป๐˜ฆ๐˜ด๐˜ด ๐˜ฆ๐˜ณ๐˜ฉ๐˜ฆ๐˜ฃ๐˜ญ๐˜ช๐˜ค๐˜ฉ ๐˜ฆ๐˜ง๐˜ง๐˜ช๐˜ป๐˜ช๐˜ฆ๐˜ฏ๐˜ต๐˜ฆ๐˜ณ ๐˜ถ๐˜ฏ๐˜ฅ ๐˜ฏ๐˜ข๐˜ค๐˜ฉ๐˜ฉ๐˜ข๐˜ญ๐˜ต๐˜ช๐˜จ๐˜ฆ๐˜ณ ๐˜ช๐˜ด๐˜ต. ๐˜๐˜ฏ ๐˜ฅ๐˜ฆ๐˜ณ ๐˜—๐˜ณ๐˜ข๐˜น๐˜ช๐˜ด ๐˜ฃ๐˜ฆ๐˜ฅ๐˜ฆ๐˜ถ๐˜ต๐˜ฆ๐˜ต ๐˜ฅ๐˜ช๐˜ฆ๐˜ด, ๐˜ฅ๐˜ข๐˜ด๐˜ด ๐˜ฅ๐˜ช๐˜ฆ ๐˜“๐˜ฆ๐˜ณ๐˜ฏ๐˜ฆ๐˜ฏ๐˜ฅ๐˜ฆ๐˜ฏ ๐˜ฅ๐˜ช๐˜ฆ ๐˜๐˜ฆ๐˜ณ๐˜ข๐˜ฏ๐˜ต๐˜ธ๐˜ฐ๐˜ณ๐˜ต๐˜ถ๐˜ฏ๐˜จ ๐˜งรผ๐˜ณ ๐˜ช๐˜ฉ๐˜ณ ๐˜ฆ๐˜ช๐˜จ๐˜ฆ๐˜ฏ๐˜ฆ๐˜ด ๐˜“๐˜ฆ๐˜ณ๐˜ฏ๐˜ฆ๐˜ฏ ๐˜ด๐˜ฆ๐˜ญ๐˜ฃ๐˜ด๐˜ต รผ๐˜ฃ๐˜ฆ๐˜ณ๐˜ฏ๐˜ฆ๐˜ฉ๐˜ฎ๐˜ฆ๐˜ฏ. Dabei dรผrfen die Mitarbeitenden nicht allein gelassen werden. Sie benรถtigen die Flankierung von Lernbegleitenden. ๐—Ÿ๐—ฒ๐—ฟ๐—ป๐—ฏ๐—ฒ๐—ด๐—น๐—ฒ๐—ถ๐˜๐—ฒ๐—ป๐—ฑ๐—ฒ ๐—ฒ๐—ฟ๐—บรถ๐—ด๐—น๐—ถ๐—ฐ๐—ต๐—ฒ๐—ป ๐˜€๐—ฒ๐—น๐—ฏ๐˜€๐˜๐—ผ๐—ฟ๐—ด๐—ฎ๐—ป๐—ถ๐˜€๐—ถ๐—ฒ๐—ฟ๐˜๐—ฒ ๐—Ÿ๐—ฒ๐—ฟ๐—ป๐—ฝ๐—ฟ๐—ผ๐˜‡๐—ฒ๐˜€๐˜€๐—ฒ d๐—ฒ๐—ฟ ๐—Ÿ๐—ฒ๐—ฟ๐—ป๐—ฒ๐—ป๐—ฑ๐—ฒ๐—ป ๐—ถ๐—บ ๐—”๐—ฟ๐—ฏ๐—ฒ๐—ถ๐˜๐˜€๐—ฝ๐—ฟ๐—ผ๐˜‡๐—ฒ๐˜€๐˜€โ€“ ๐—ฝ๐—ฒ๐—ฟ๐˜€๐—ผ๐—ป๐—ฎ๐—น๐—ถ๐˜€๐—ถ๐—ฒ๐—ฟ๐˜, ๐—ธ๐—ผ๐—น๐—น๐—ฎ๐—ฏ๐—ผ๐—ฟ๐—ฎ๐˜๐—ถ๐˜ƒ ๐˜‚๐—ป๐—ฑ ๐—ž๐—œ-๐˜‚๐—ป๐˜๐—ฒ๐—ฟ๐˜€๐˜๐˜‚๐˜๐˜‡๐˜. In professionell begleiteten Lernprozessen steht die Entwicklung der Selbstorganisationsfรคhigkeit im Vordergrund. Daraus ergibt sich folgendes ๐—”๐˜‚๐—ณ๐—ด๐—ฎ๐—ฏ๐—ฒ๐—ป๐—ฝ๐—ฟ๐—ผ๐—ณ๐—ถ๐—น: ๐Ÿญ. ๐—ฆ๐—ฒ๐—น๐—ฏ๐˜€๐˜๐—ผ๐—ฟ๐—ด๐—ฎ๐—ป๐—ถ๐˜€๐—ถ๐—ฒ๐—ฟ๐˜๐—ฒ๐˜€ ๐—Ÿ๐—ฒ๐—ฟ๐—ป๐—ฒ๐—ป ๐—ฒ๐—ฟ๐—บรถ๐—ด๐—น๐—ถ๐—ฐ๐—ต๐—ฒ๐—ป Gemeinsam mit Learning & Development wird laufend der Ermรถglichungsrahmen fรผr selbstorganisiertes Lernen โ€“ Learning Experience Platform โ€“ weiterentwickelt. ๐Ÿฎ. ๐—ฃ๐—ผ๐˜€๐—ถ๐˜๐—ถ๐—ผ๐—ป๐˜€๐—ธ๐—นรค๐—ฟ๐˜‚๐—ป๐—ด Gemeinsam werden regelmรครŸig die aktuellen Herausforderungen reflektiert, die beruflichen Ziele geklรคrt und evtl. die Skills-Diagnostik eingefรผhrt. ๐Ÿฏ. ๐—ž๐—œ-๐—ฏ๐—ฎ๐˜€๐—ถ๐—ฒ๐—ฟ๐˜๐—ฒ ๐—ฆ๐—ธ๐—ถ๐—น๐—น๐˜€-๐——๐—ถ๐—ฎ๐—ด๐—ป๐—ผ๐˜€๐˜๐—ถ๐—ธ Die Lernenden diagnostizieren ihre Skills eigenverantwortlich und planen ihr Lernen selbstorganisiert.ย Die Lernbegleitenden unterstรผtzen bei Bedarf dabei, die Lernpfade zu strukturieren, Prioritรคten zu setzen und eigenstรคndig Entscheidungen zum Lernprozess zu treffen. ๐Ÿฐ. ๐—Ÿ๐—ฒ๐—ฟ๐—ป๐—ฏ๐—ฒ๐—ด๐—น๐—ฒ๐—ถ๐˜๐˜‚๐—ป๐—ด ๐—ฎ๐˜‚๐—ณ ๐—”๐˜‚๐—ด๐—ฒ๐—ป๐—ตรถ๐—ต๐—ฒ Die Lernbegleitenden fรถrdern die Selbstorganisation, geben konstruktives Feedback sowie Impulse und bieten Reflexionsrรคume. ๐Ÿฑ. ๐—ก๐—ฒ๐˜๐˜‡๐˜„๐—ฒ๐—ฟ๐—ธ๐—ฒ ๐—ฎ๐˜‚๐—ณ๐—ฏ๐—ฎ๐˜‚๐—ฒ๐—ป ๐˜‚๐—ป๐—ฑ ๐—ฝ๐—ณ๐—น๐—ฒ๐—ด๐—ฒ๐—ป Lernbegleitende unterstรผtzen beim Aufbau von Lerngemeinschaften. ๐—”๐—ป๐—ณ๐—ผ๐—ฟ๐—ฑ๐—ฒ๐—ฟ๐˜‚๐—ป๐—ด๐—ฒ๐—ป ๐—ฎ๐—ป ๐—Ÿ๐—ฒ๐—ฟ๐—ป๐—ฏ๐—ฒ๐—ด๐—น๐—ฒ๐—ถ๐˜๐—ฒ๐—ป๐—ฑ๐—ฒ Neben fachlich-methodischer und konzeptioneller Expertise benรถtigen Lernbegleitende die Kompetenz zum werteorientierten, fรถrdernden und impulsgebenden Handeln mit hoher Expertise. Deshalb ist der gezielte, praxisbezogene Skillsaufbau der heutigen Trainer*innen fรผr Future Learning erforderlich. ๐—ฆ๐—ฝ๐—ฟ๐—ฒ๐—ฐ๐—ต๐—ฒ๐—ป ๐—ฆ๐—ถ๐—ฒ ๐—บ๐—ถ๐˜ ๐˜‚๐—ป๐˜€ รผ๐—ฏ๐—ฒ๐—ฟ ๐—ฑ๐—ถ๐—ฒ ๐—ž๐—ผ๐—บ๐—ฝ๐—ฒ๐˜๐—ฒ๐—ป๐˜‡๐—ฒ๐—ป๐˜๐˜„๐—ถ๐—ฐ๐—ธ๐—น๐˜‚๐—ป๐—ด ๐˜‡๐˜‚๐—บ/๐—ฟ ๐—ญ๐—ฒ๐—ฟ๐˜. ๐—ฆ๐—ธ๐—ถ๐—น๐—น๐˜€๐—บ๐—ฎ๐—ป๐—ฎ๐—ด๐—ฒ๐—ฟ*๐—ถ๐—ป
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๐—™๐˜‚๐˜๐˜‚๐—ฟ๐—ฒ ๐—Ÿ๐—ฒ๐—ฎ๐—ฟ๐—ป๐—ถ๐—ป๐—ด โ€“ ๐—ช๐—ฎ๐˜€ ๐˜„๐—ถ๐—ฟ๐—ฑ ๐—ฎ๐˜‚๐˜€ ๐—ฑ๐—ฒ๐—ป ๐—ง๐—ฟ๐—ฎ๐—ถ๐—ป๐—ฒ๐—ฟ*๐—ถ๐—ป๐—ป๐—ฒ๐—ป?
"Stakeholder Management in der betrieblichen Bildung"
"Stakeholder Management in der betrieblichen Bildung"
GroรŸ Lindow, Juli 2025 - Der Bildungs-Stakeholder "Betriebsrat" nimmt eine zentrale Rolle ein, wenn es um Compliance im Unternehmen geht. Der Betriebsrat verfรผgt nรคmlich รผber ein gesetzlich verankertes Mitbestimmungsrecht bei allen MaรŸnahmen, die compliance-relevante Aspekte betreffen โ€“ etwa Regelungen zum Datenschutz oder zur Leistungs- und Verhaltenskontrolle. Und da mittlerweile nahezu jedes IT-System, jedes Tool oder jede Anwendung โ€“ insbesondere solche mit KI-Funktionalitรคten โ€“ personenbezogene Daten erhebt und verwendet, ist es nachvollziehbar, dass der Betriebsrat in diesen Zeiten stark gefordert ist. » MEHR
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"Stakeholder Management in der betrieblichen Bildung"
If I could wave a magic wand over Learning & Development, Iโ€™d remove one thing.
If I could wave a magic wand over Learning & Development, Iโ€™d remove one thing.
If I could wave a magic wand over Learning & Development, Iโ€™d remove one thing. One thing that would immediately improve everything from our impact to our efficiency. That one thing would be: Everybodyโ€™s expectations of what L&D is supposed to do. And I mean everybodyโ€ฆ Senior leaders Line managers The workforce HR And yes, even us in L&D Because the biggest barrier to impactful Learning & Development isnโ€™t budget, bandwidth or buy-inโ€ฆ Itโ€™s the baggage. Weโ€™re carrying around decades of assumptions about what L&D should look like that have very little to do with actually improving performance or closing skills gaps. If we could hit reset and define our role from scratch weโ€™d operate very differently. Weโ€™d prioritise: - Support over solutions - Performance over participation - Outcomes over optics But we donโ€™t, because everyone thinks they know what L&D should be. And thatโ€™s whatโ€™s holding us back. So hereโ€™s the real challenge: Can we slowly but surely rewrite the narrative starting with how we talk about both: what we do and the value we bring? Thoughts? | 30 comments on LinkedIn
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If I could wave a magic wand over Learning & Development, Iโ€™d remove one thing.
Druckfrisch aus dem Weissen Haus: Der AI Action Plan der USA. "WINNING THE RACE" ist die Ansage. Ich bin mal sehr gespannt auf die Europรคische Antwort. Mein GPT sagt dazu ganz wertfrei:
Druckfrisch aus dem Weissen Haus: Der AI Action Plan der USA. "WINNING THE RACE" ist die Ansage. Ich bin mal sehr gespannt auf die Europรคische Antwort. Mein GPT sagt dazu ganz wertfrei:
Druckfrisch aus dem Weissen Haus: Der AI Action Plan der USA. "WINNING THE RACE" ist die Ansage. Ich bin mal sehr gespannt auf die Europรคische Antwort. Mein GPT sagt dazu ganz wertfrei: "Wird 2025 zum Jahr der globalen AI-Doktrin? Mit dem 28-seitigen โ€žAmericaโ€™s AI Action Planโ€œ legt die Trump-Administration ein kompromisslos ambitioniertes Strategiepapier vor โ€“ ein geopolitisches Manifest fรผr technologische Vorherrschaft, das Innovation, Infrastruktur und Diplomatie radikal neu denkt. Ziel: globale AI-Dominanz. Kein โ€žKรถnnteโ€œ, kein โ€žSollteโ€œ. Sondern ein โ€žWirdโ€œ โ€“ mit einer Regierung, die AI als Schlรผssel zur wirtschaftlichen, militรคrischen und kulturellen Zukunft Amerikas versteht. Das Dokument ruft eine neue industrielle Revolution, eine Informationsrevolution und eine digitale Renaissance gleichzeitig aus. Der Plan umfasst: _ โ€ข Deregulierung und Priorisierung von Open-Source-Modellen โ€ข Milliarden-Investitionen in Halbleiter, Cloud-Infrastruktur, Energie und AI-Forschung โ€ข staatlich gefรถrderte AI-Sandboxes fรผr Healthcare, Bildung, Verteidigung und Industrie โ€ข nationale Reallabore, Skills-Offensiven und beschleunigte Adoption im รถffentlichen Sektor โ€ข Exportoffensive fรผr ein โ€žAmerican AI Stackโ€œ โ€“ Hardware, Modelle, Standards โ€ข strikte Exportkontrollen und diplomatische Isolierung Chinas in Governance-Gremien โ€ข Cyber- und Biosecurity-MaรŸnahmen gegen Missbrauch von Frontier-Modellen โ€ข juristische Anpassung zur Bekรคmpfung von Deepfakes und synthetischer Evidenz Bemerkenswert ist der offen geopolitische Ton: Die USA verstehen sich wieder als Gestalter einer neuen Weltordnung - mit AI als Hebel. Wer das Rennen macht, schreibt die Regeln. Fรผr Europa stellt sich damit dringender denn je die Frage: Wollen wir nur regulieren - oder auch gestalten?" Quelle: https://lnkd.in/eXwTUGzv
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Druckfrisch aus dem Weissen Haus: Der AI Action Plan der USA. "WINNING THE RACE" ist die Ansage. Ich bin mal sehr gespannt auf die Europรคische Antwort. Mein GPT sagt dazu ganz wertfrei:
The social signals behind employee retention "Research has long shown that employees at the center of an organizational networkโ€”those with many active connectionsโ€”are 24 percent less likely to leave."
The social signals behind employee retention "Research has long shown that employees at the center of an organizational networkโ€”those with many active connectionsโ€”are 24 percent less likely to leave."
The social signals behind employee retention "Research has long shown that employees at the center of an organizational networkโ€”those with many active connectionsโ€”are 24 percent less likely to leave." ๐Ÿค” Michael Arena and Aaron Chasan highlight an important insight: employee connection, not just engagement, is the true bedrock of retention: ๐Ÿ‘‰ โ€œIn todayโ€™s networked workplace, social withdrawal is often the firstโ€”and most reliableโ€”indicator that someoneโ€™s already halfway out the door.โ€ For HR to genuinely impact business performance and employee experience, we must leverage social signals to build robust internal networks. Michael and Aaron outline four high-impact ways HR can proactively employee connection and significantly reduce attrition: ๐Ÿ”Ž Utilise network analysis: Identify early flight risks by spotting employees with few or declining connections. ๐Ÿ”Ž Facilitate connection moments: Deliberately create opportunities for interaction, especially in hybrid settings, using tools like interest-based matching. ๐Ÿ”Ž Support relationship-rich teams: Encourage cross-functional initiatives and invest in psychologically safe team cultures. ๐Ÿ”Ž Routinely pulse central employees: Their engagement profoundly influences the entire network. "In todayโ€™s networked workplace, social withdrawal is often the firstโ€”and most reliableโ€”indicator that someoneโ€™s already halfway out the door." ๐Ÿ‘‰ This report is featured in the June edition of the Data Driven HR Monthly, which you can access here: https://lnkd.in/exEqY-Hn ๐Ÿ‘ˆ #humanresources #organizationalnetworkanalysis #peopleanalytics #leadership #culture #socialcapital | 18 comments on LinkedIn
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The social signals behind employee retention "Research has long shown that employees at the center of an organizational networkโ€”those with many active connectionsโ€”are 24 percent less likely to leave."
I was recently looking at how Gen AI shapes and potentially impacts cognitive skills - a topic that matters for education and for work. Here are a few resources I reviewed.
I was recently looking at how Gen AI shapes and potentially impacts cognitive skills - a topic that matters for education and for work. Here are a few resources I reviewed.
I was recently looking at how Gen AI shapes and potentially impacts cognitive skills - a topic that matters for education and for work. Here are a few resources I reviewed. 1๏ธโƒฃ Your Brain on ChatGPT - What Really Happens When Students Use AI MITย releasedย a study on AI and learning. Findings indicate that students who used ChatGPT for essays showed weaker brain activity, couldn't remember what they'd written, and got worse at thinking over time https://shorturl.at/qaLie 2๏ธโƒฃ Cognitive Debt when using AI - Your brain on Chat GPT There is a cognitive cost of using an LLM vs Search Engine vs our brain in e.g. writing an essay. The study indicates that there is a likely decrease in learning skills, the more we use technology as substantial replacement of our cognitive skills. https://lnkd.in/drVa_YNg 3๏ธโƒฃ Teachers warn AI is impacting students' critical thinking One of many articles about the importance of using Gen AI smartly, in Education but also at work. https://lnkd.in/dSbGjusu 4๏ธโƒฃ The Impact of Gen AI on critical thinking Another interesting study on the same topic. https://shorturl.at/74OO6 5๏ธโƒฃ Doctored photographs create false memories In psychology, research indicated a long time ago that our memory -ย our recollection of past events - is susceptible to errors, biases, can be fragmentary, contain incorrect details, and, oftentimes, be entirely fictional. Memories are a reconstruction of our past to respond to our need for coherence in life. A rigorous 2023 study shows that doctored photographs โ€“ think Photoshop or today, AI โ€“ create false memories. Why it matters? Memory is essential for learning, recall of episodical and factual happenings, and itโ€™s a basis for the integrity of sources of truth in organizations. ย  https://shorturl.at/hdgtN 6๏ธโƒฃ The decline of our thinking skills Another great article on AI and critical thinking from IE University. https://shorturl.at/rGl99 7๏ธโƒฃ Context Engineering Ethan Mollick recently wrote a blog on "context engineering" - how we give AI the data and information it needs to generate relevant output. The comments on the post were even more interesting than the post itself. Personally I think that good part of context engineering is not in organizations documents or processes, it is in peoples ability to think critically and understand relevant parameters of their environment to nurture AI/Gen AI. Gotta follow up on this one ;-) https://shorturl.at/sfnuV #GenAI #CriticalThinking #AICognition #AIHuman #ContextEngineering | 29 comments on LinkedIn
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I was recently looking at how Gen AI shapes and potentially impacts cognitive skills - a topic that matters for education and for work. Here are a few resources I reviewed.
On Ethical AI Principles
On Ethical AI Principles
I have commented in my newsletter that what people have been describing as 'ethical AI principles' actually represents a specific political agenda, and not an ethical agenda at all. In this post, I'll outline some ethical principles and work my way through them to make my point.
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On Ethical AI Principles
EY just broke the biggest lie in corporate learning.
EY just broke the biggest lie in corporate learning.
EY just broke the biggest lie in corporate learning. They trained 44,000 employees internally. Then launched an AI Academy using 200 real-world use cases. The result? 50+ actual AI projects launched across five enterprises. Plus leadership-driven AI manifestos. That's the story I shared recently. It got more reactions and shares than anything I've posted. The support: โ†ณ Those who liked and shared it โ†ณ "We're already doing this approach" โ†ณ "This is exactly what we want to implement" But what I liked the most is how the experts responded. The pushback: โ†ณ "50 projects means nothing without context" โ†ณ "What about the projects that failed?" โ†ณ "Where's your control group?" โ†ณ "This sounds like survivor bias" โ†ณ "Did you measure actual skill transfer?" โ†ณ "Will this work for topics other than AI?" โ†ณ "Correlation isn't causation" Fair points. All of them. But here's what I'm doubling down on: We're measuring the wrong damn things. L&D isn't in the learning business. We're in the building business. L&D's focus should be simple: โ†ณ What solutions can our people build? Our measurement strategy should be reimagined around that core ability. Not: โ†ณ Did they complete the course? โ†ณ Did they pass the quiz? โ†ณ Did they like the content? While we debate attribution methodology: โ†ณ 97% of enterprises still cite talent gaps โ†ณ $366B spent annually on corporate training โ†ณ Minimal business impact to show for it The uncomfortable truth? Perfect measurement of learning consumption โ‰  Performance change EY's numbers might be messy. โ†ณ Their attribution might be flawed. โ†ณ Their methodology might be incomplete. But they're asking the right question: "What did people actually build?" The experts want rigor. I want it too. But let's get rigorous about what matters: โ†ณ Solutions created โ†ณ Problems solved โ†ณ Value delivered I'm building a coalition of L&D leaders ready to abandon traditional metrics. If you're already measuring "what people build" - I want to hear your story. If you're ready to start - let's connect and figure this out together. Who's in? [Check out my original post and the expert responses - link in comments] #WorkplaceLearning #LearningAndDevelopment #PerformanceSupport #ReimagineLND ๐Ÿ” Resonates? Share itโ€”let's reimagine L&D together! โž• Follow me, Santhosh Kumar, for unconventional insights that challenge how we lead and learn.
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EY just broke the biggest lie in corporate learning.
L&D isnโ€™t very happy with their LMS platforms, thatโ€™s for sure ๐Ÿฅฒ
L&D isnโ€™t very happy with their LMS platforms, thatโ€™s for sure ๐Ÿฅฒ
L&Ds aren't very happy with their LMS platforms, that's for sure ๐Ÿฅฒ We recently launched our first tools report, and below ๐Ÿ‘‡๐Ÿป you can find 7 insights around LMSs & LXPs. Want to read more? ๏ผ Download the free report ๐Ÿ‘‰ https://lnkd.in/dBZzW6TZ ๏ผ Join the Offbeat Fellowship to explore all our insights ๐Ÿ‘‰ https://lnkd.in/dx3REqBh Hope you'll find this useful! ๐Ÿ’œ #learninganddevelopment #learningmanagementsystem #learningexperienceplatform #learningtools
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L&D isnโ€™t very happy with their LMS platforms, thatโ€™s for sure ๐Ÿฅฒ