Study after study tells us that our corporate training investment budget ratio is backwards. Most of the dollars are spent on formal events such as ILT classroom and eLearning rather than informal and social learning concepts or initiatives. Ironically, the real benefit is felt moreso during informal and/or social learning exchanges. Which brings me to Learnerprise 2.0. Andrew McAfee has coined the term Enterprise 2.0 as:
the use of emergent social software platforms within companies, or between companies and their partners or customers".
If I take this one step further, I would suggest that Learnerprise 2.0 is:

the use of emergent social software platforms as well as formal and informal competence exchange processes, between companies, partners and employees, to improve both productivity and business results

Learnerprise 2.0 ties together the fact learning is as important as the enterprise, and to increase revenue and profits without thinking this way will result in the 'square peg in round hole' theorem or result. (ie. it won't happen) Rather than investing 2/3 or more of a corporate learning budget to formal ILT and eLearning, why not flip the model and invest 2/3 on informal and social learning components and initiatives. It will help drive the overarching premise of Enterprise 2.0, and it will ultimately help achieve the desired 'enterprise' requirement of increased profits and revenues. Learnerprise 2.0 is not new, but positioning Learning 2.0 without Enterprise 2.0 (and realigning the training budget itself) will ultimately result in catastrophic failure for both sides. It has to happen, and the 'training org' has to begin thinking this way and lead the revolution. You heard it here first: Learnerprise 2.0!! (now I need to trademark and copyright it)


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  • Dan is a conference organizer’s ideal speaker. Not only did he inspire and energize our group, but he also masterfully adapted his content so it resonated with the audience and our conference theme. As a bonus, Dan is able to nimbly navigate to adjust to a reduced time slot when other speakers went over time without sacrificing the impact of his session.

    Director and General Counsel
  • Dan accomplished what we set out to do, which was not only to be inspirational, but also to leave everyone with tools and food for thought / self-reflection to improve their personal and professional lives.

    Hermann Handa, FCT
  • Dan challenged us to have clarity of purpose, both as individuals and as an organization. He related inspiring stories drawing on his experience in business, technology and academia. As he said, ‘There is no ownership without belonging.’

    Christian Pantel, D2L
  • Dan Pontefract suggests leaders must be transformational and transactional, collaborative and considerate, daring and decisive, inclusive and insistent, playful and formal, harmonious, and humble, encouraging and results-driven. In a word, Flat.

    Robert Morris
    “How to strengthen engagement, empowerment, and execution, then leverage them for a decisive competitive advantage”

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