Prof Clive Smallman in Sydney, Australia | Educational consultant

Prof Clive Smallman

Locality: Sydney, Australia

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25.01.2022 Are you looking to: 1. Differentiate yourself as a job candidate 2. Re-energise your career 3. Establish or change your own business... 12-months mentoring leading to a British university MBA. Comment 'LOOKING' below. https://www.clivesmallman.com/

20.01.2022 Many organisations are not good at detecting and correcting errors or the weak signals of impending crisis. They occasionally ignore the blindingly obvious. Why so? Because transactional leaders don’t or aren’t willing to ask good questions that enable effective learning (to detect and correct errors or potential errors). Not asking good questions means we don’t acquire the knowledge we need to identify issues or risks, or to come up with options to address them. Not asking ...good questions means that The information needed to identify issues and risks and to address them is poorly distributed. The interpretation of information on issues and risks is often biased. It is also often laden with assumptions. We either ignore organisational memory or put far too much stock in it. The thing is that organisations tend to focus on incremental improvements, building on their history. The questions they ask focus on present issues. They don’t question their fundamental assumptions about the way they work. History is littered with examples: Blockbuster video stores; Eastman Kodak; Polaroid; Blackberry; Nokia; Borders. Companies that adaptively learn are learning to cope. However, the forces of disruption in the world demand rather more than coping. To respond to change and growth, organisations have to ask good questions. Transformational leaders ask questions about how they define and solve problems. We need to ask questions about how we acquire knowledge. We need to ask questions about how information is distributed or communicated. We need to ask questions about how information is interpreted. We need to ask questions about how we do things around here. In other words, if we want to better access opportunities, manage risk or answer challenges, we need to ask good questions that examine what, why, when, how, where and who across every aspect of our organisations. https://www.clivesmallman.com/

15.01.2022 http://ow.ly/BDjS50C2edJ https://www.clivesmallman.com/

12.01.2022 https://www.clivesmallman.com/

11.01.2022 E-learning is increasingly prevalent with it's adoption even more accelerated now. The global corporate e-learning market size will be worth $50 billion by 2026. With an annual growth rate of 15% from 2020 to 2026, the corporate market will be one of the biggest drivers of the e-learning industry. 90% of corporations now use e-learning compared to just 4% in 1995. ABB, a Swiss-Swedish multinational corporation, operates e-learning for up to 80% of all employee training. From ...2012 to 2015, they experienced a six-fold increase in supply chain management online training. E-learning enables engagement at volume; for example, with corporate e-learning, IBM managers were able to learn five times more content at one-third of the cost. As a result, IBM saved $200 million, which accounted for around 30% of their previous training budget. There is a demonstrable link between e-learning and revenue generation; for example, in a recent survey in the US, 42% of companies saw increased revenue after implementing e-learning. E-learning promotes efficiency, and recent research shows that it takes 40% to 60% less employee time than traditional learning. It also reduces training costs. Shell, one of the largest oil companies in the world, has used e-learning to reduce the cost of their priciest training programs by 90%. They also deliver more than 12,000 virtual lessons and save over $200 million. E-learning encourages retention: a recent report shows that 94% of employees say that they would be more willing to stay in those corporations that prioritize and invest in employee career development. Often when we get into difficult times, the temptation is to cut training. But, the impacts of e-learning on revenue generation makes it an attractive proposition when trying to stimulate growth. So, if you’re struggling to justify training, look for opportunities to adopt e-learning. All statistics are from http://ow.ly/JuLh50C8FER https://www.clivesmallman.com/