Transcript.

I’m going to dive into the next one – for a global technology and logistics leader. This was all about how you embed organisational culture for new joiners: in this case to prioritise speed of decision-making and moving at pace. And connected to that, why innovation is so important if you work here.

What I’m seeing is based on what the target audience needs. Because I’m an innovator, it got me personally. Anyone that’s succeeded did take risks to get there. So don’t worry about that. It’s creating that Psychological safety to take that risk. I enjoyed that because you’ve done Psychographic or behavioural segmentation in this case. When you speak to business leaders or academics or journalists say, within that there are different layers of propensity to want to innovate, so you’d speak to them differently.

Is there something there about self-selection as well, and saying to people, if you work for this business, then you need to be the kind of person who thinks about innovation in this way. Does that resonate?

Yeah, I think so, because you kind of said if you are part of our culture, our organisational culture, your self-identity reflects a company that takes chances. It says it as it is. It’s a story. And the story is engaging and consistent.

That’s important, because if you were an employee and you watched this… you’re stressed already in your day-to-day job, especially in that type of role. You need to innovate, you need to grow. If you look at this, ‘one’ it gives you reassurance, but ‘two’, it delivers a consistent message that reduces the cognitive dissonance between you and the business, and that reassures you in the choice you’ve made.

It also brings in the law of the instrument that we covered, and I think it’s central to effective Learning, it’s about really reflecting the skills, people have, validating those skills, and creating a broader set of content and understanding. You’re saying to people ‘you have these skills already and you’re in an environment where we value that and we want to bring it out and we want to give you that confidence to really go for it’.

Talking about this, in any AI training, we’re going to have to be really careful about the language we use. What are the skills that will be of value and how can we call them out? What’s the format that we can use to communicate the future of AI because it’s very highly activated emotionally. You have to understand learner’s needs and pain points and then design something according to that. Otherwise, I’m seeing a lot of companies, not really grasp this, in the right way, because they don’t make it clear.

We’ve also got some great metrics around this Learning, which show how much difference the addition of 5 or so short films made to an existing course. In the before and after evaluation there was a key question: is this course the right length? Even though it had got 10 minutes longer, the number of people saying yes jumped from 55% to 92%! I think that shows the way that people respond differently and lean into this kind of storytelling. Let’s move on.