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Agile mindset beyond company boundaries

Agile mindset beyond company boundaries

by Book "Agile Leadership Development", Marina Begic | Oct 20, 2022 | Agile Leadership, Digital Transformation | 0 comments

Agile mindset beyond company boundaries

In order to compete in a constantly changing market, companies must be able to react quickly to changes.
Strong networking, increased knowledge exchange and an agile mindset beyond company boundaries are crucial.

Leadership in times of crisis

We are in highly uncertain times – everything around us is always changing and no decision is really definite. Every day we are confronted with new and unfamiliar challenges.

Sometimes, as a leader, it can feel overwhelming. In this article, you will find some practical tips on how to handle challenging situations to the best of your ability.

Without continuous development, there is stagnation

A simple but important skill when managing crises is the will to keep developing. If you grow both personally and in your role as a leader, you can essentially work in a calmer and more reflective way.

Smart networking

For this, it is important to have a good network and to share knowledge within it. Doing so is important because with an ever-increasing amount of information, we remember less and less and find it difficult to filter out the relevant information.

Find your community

Until now, most professionals exchanged knowledge at business events like Leadership Horizon – at summits, congresses or events. However, there are also virtual communities on all kinds of topics. One example is our community personalist.at – a platform for HR experts or the LinkedIn Leadership Community, where leadership development is the leading topic.

Open Knowledge

In order to learn sustainably, it is not only our previous components of technology and people that are important – but also digitisation. This is where the concept of Open Knowledge comes into play. Knowledge is open when it is easily

  • accessible,
  • changeable
  • and shareable by all.

This perspective requires organisations to reflect on how they deal with information and how it is distributed. Open Knowledge thus plays a role not only in future training, but also in the economic survival of companies.

Agility according to the TIE model

(by Gunther Fürstberger) 


In terms of the TIE model, the following factors are necessary for an agile approach:

  • Transparency (T) between companies in terms of information exchange.
  • Iteration (I) – tools, methods and content are tested and reviewed in short cycles – leading to rapid further development
  • Empowerment (E) by trusted guides, executives, opinion and market leaders.

The principle of agility is generally seen as a requirement for the ongoing changes we face. It no longer functions  as a buzzword, but rather as a must in order to be able to deal with crisis situations.

In the future, we should therefore be able to apply an agile mindset not only within a company, but also beyond the company’s boundaries.

Marina Begic

Marina Begic

Digital Business Development Expertin und Senior L&D Consultant

Marina has been working on new, effective learning methods and the future of corporate learning for over 15 years. In her current role, she is responsible for Digital Business Development at MDI, where her focus is not driven by the current buzzwords, but primarily on the feasibility of digital transformation for clients such as Erste Group, Lenzing, Semperit, Deutsche Bahn, Andritz AG, Uniqa, Mayr-Melnhof, Frequentis, RHIM. Her greatest strength is bringing loose ends together, which she impressively demonstrates time and time again with her big picture view and multi-dimensional approach. Her greatest passion is to provide learners not only with an experience, but also with real, lasting value for their real challenges.

  • LinkedIn

What serves you next?

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

Explore now!

Or maybe this? 

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | 7. July 2022 | Best Practice, International leadership development, Training Insights | 0 Comments

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what's awaiting next for them...Dubai, Madrid and soon...
Read More

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
Read More

Redefining the workplace as a new area of impact

by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

Virtual reality for leadership development on the riseIt's high time we use VR learning in leadership development. That's why MDI Management Development International and Jenson8 are partnering to transform leadership development through virtual reality. The new "VR...
Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently...
Read More

Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More
Dubai, Madrid and soon Bangkok – around the world with MDI

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | Jul 7, 2022 | Best Practice, International leadership development, Training Insights | 0 comments

Turbulent camel rides in Dubai, a heated scavenger hunt at the Madrid Palace and an exciting business rally

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what’s awaiting next for them…

Dubai, Madrid and soon Bangkok – around the world with MDI

Pitch 

In late November 2021, we were invited by a client to participate in an RFP for 4 regional meetings – an event of sales executives. Since this was a newly acquired company that we hadn’t worked with before, we didn’t think our chances were particularly high. In most tenders there is time pressure, we know that. Despite the end of the year, the high implementation risk (first major f2f events after Corona) and the usual pre-Christmas stress, we accepted the challenge. After all, this is exactly our playground 😉

At the pitch, we were able to convince them with an innovative presentation using an e-learning tool and a concept based on the 70-20-10 model, where the focus is on maximum practical benefit and integrated transfer assurance.

Here our agile mdi mindset was really beneficial. After receiving the confirmation that we won the project,  we were asked to start the planning right before Christmas – which was also new for us 😉 

Scope clarification

The detailed program was developed in close coordination with an internal project team and adapted to the current needs of the Western Europe+Canada and Africa+Middle East regions. The conference program was developed around the following guiding themes:

Leadership

High Performing Teams

Coaching

Here we were able to apply our experience from years of international rollouts and demonstrate our leadership development expertise. It was important for us and the international project team to always keep the key themes in mind, while at the same time considering the needs of the regions. To this end, regular project meetings were held with international and regional working groups during the cocreation phase, which lasted approximately 4-5 months. A quick response, high passion and motivation of all participants characterized the cooperation.

In the end, we had an exciting 2-day program filled with keynotes, panel discussions and goal-oriented activities- in addition to content inputs, there was also an experience factor.

Empowerment 

In the course of working with up to a total of 100 people, we were not only able to get to know the needs of the clients very well, but also the corporate culture. Thus, content and activities were created with and by all project members. The goal was to involve the target group as much as possible, both in the cocreation phase and then on stage itself.

The overall concept was developed with three levels of impact in mind:

Head

Hands

Heart

The interaction of these three levels of impact can be seen in this graphic.

The guiding themes of all events were identical, but based on cultural, corporate and situational backgrounds, the agenda was customized and tailored to the group of people on site.

Learning Objectives

The project was designed to address the following leadership learning objectives:

  • Leaders who think strategically and lead their companies with strong business acumen
  • Leaders who manage their company through their people and develop high-performing teams
  • Leaders who are flexible in their approach to inspire, coach and bring out the best in each member of their team

Agenda

A varied agenda with a mix of diverse methods provided the framework for exciting exchanges and experiential values:

  • Key Notes: Plenary on stage in front of all participants. A mixture of theoretical content and company-specific context. The goal is to inspire and creatively engage the audience.
  • Involvement of the audience in the plenary: to get audience input, participants were invited to share their assessment & opinion via “Slido” – in this case it was supported via the project’s own created app and QR code.
  • Activities: participants were actively involved in the implementation and experienced the impact/ content first hand.
  • Panel discussions: with key players within the company to facilitate translation into the company’s internal context. An interactive discussion to facilitate reflection and learning after the content and activities targeting key insights for the audience.

Individualization: Where were the differences ?

Although, it was the same client and there was a common theme and goal, it was exciting for us to observe the importance of individualization for the two regions Western Europe+Canada and Middle East+Africa. To achieve maximum impact, the “Heart” impact level was addressed more in Dubai and “Head” in Madrid. Both had a lot of “Hand” in common.

 

Dubai: (Midde East+Africa)

  • Target group: first Head of Sales, then changed to Crossfunctional teams (Finance, Marketing, Sales, Legal, HR, etc) and General Managers
  • Needs: new leadership, new composition of regions, networking between countries and functions in focus
  • Way of working: more agile, fast paced, short preparation time, no prework, longer transfer period
  • Social program: desert safari, saxophonist, gala dinner in the desert, camel riding, falcons, drumming workshop

Madrid: (Western Europe+ Canada)

  • Target group: Head of Sales, General Managers
  • Needs: to stay on the road to success, to strengthen the sales leadership force
  • Way of working: meticulous, longer preparation, extensive prework with thematic newsletters and tasks.
  • social program: scavenger hunt at the palace, evening event with exquisite dinner in an exclusive vineyard. Here we had our crowd favorite Gia Helena with us as Master of Ceremonies, who kept the audience of around 100 people in good spirits.

High competition factor

What was even more striking with the target group of sales executives was the competition factor. Not only did the content of the event have to be perfectly aligned with the current needs of the respective region under the global guiding themes, but it also had to be entertaining and produce clear winners. For this target group, we not only added competition components to the activities, but also designed a business rally

Here is a brief summary of our main activities:

Trust Walk

An interactive and entertaining activity that makes aspects of “high performance teams” tangible (in the sense of: own experience beats theory). It bridges the gap between “knowing” (logic) and “feeling” (emotional understanding), so that the inspiration to act (practical relevance) makes sense in the upcoming event elements (panel discussion, leadership camp). The focus is on generating experience, as a course has to be completed in different roles (leader, follower, observer) – with varying degrees of difficulty.

Coaching Game

This activity focused on learning the purpose of coaching and the benefits of coaching conversations. To raise awareness of coaching as a leadership tool and peer-to-peer empowerment and to get a “hands-on mindset” by having the opportunity to coach yourself in a small setting of 4 people, with the support of self-created card sets, with appropriate, challenging and pointed coaching questions. Participants are given the opportunity and the right framework for self-reflection as a leader.

Business Rally

Based on a scavenger hunt, company-relevant content was transformed into an entertaining and fast-paced business rally. The leader supports their groups to apply skills to address leadership challenges (behaviors from the CDF supported by experiential learning). The fun factor is supported with the help of a fictional frame story and with a competitive situation, ambition came out in all participants.

Leadership Camp

This activity is about deriving the content into actionable and concrete action steps (action steps in the areas of leadership, coaching and high performing teams). The goal is to achieve a definition of actions and key results for the next few months within a region. This 2-hour workation is used intensively and the results are presented in plenary – which are quite impressive. With this last activity all participants are motivated to start the implementation in their respective countries.

Our learnings 

  • Match the right people with the right skills to the project parts
  • Stick to the time and the project plan
  • Be flexible with the content and react to the audience´s needs
  • Always celebrate the milestones and the successes

81% NPS

We are highly motivated after these energetic events and thankful that face-to-face events are possible again. Looking back, “Teamwork makes the dream work” – and the intensive preparation time more than paid off. It was great to see how the thread of content ran through both regions – we took individual wishes into account and can therefore look back on two successful events. The cooperation of all participants as well as the co-creation with the content experts made a state-of-the-art event possible.

From the Team MDI we were actively supported by: Helena Gia Gutierrez, (Moderation Madrid), Peter Grabuschnig (Activity Manager Dubai & Madrid), Alina Olar (Project Management), Marilena Maris (Key-Notes), Ursula Weixlbaumer-Norz (Business Rally)

This is also reflected in a Net Promoter Score, a recommendation rate of 81%.

We thank you for your trust and are already looking forward to the roll-out in the regions – Bangkok, here we come 🙂

Marina Begic

Marina Begic

Digital Business Development Expertin und Senior L&D Consultant

Marina has been working on new, effective learning methods and the future of corporate learning for over 15 years. In her current role, she is responsible for Digital Business Development at MDI, where her focus is not driven by the current buzzwords, but primarily on the feasibility of digital transformation for clients such as Erste Group, Lenzing, Semperit, Deutsche Bahn, Andritz AG, Uniqa, Mayr-Melnhof, Frequentis, RHIM. Her greatest strength is bringing loose ends together, which she impressively demonstrates time and time again with her big picture view and multi-dimensional approach. Her greatest passion is to provide learners not only with an experience, but also with real, lasting value for their real challenges.

  • LinkedIn
Nicole Altenberger, BA

Nicole Altenberger, BA

Senior L&D Consultant

Since 2020 Nicole has been accompanying leaders and companies from all over the world on their journey and supports them in the creation and tailoring of suitable training and development measures. This highly diversified work has resulted in numerous different settings, in which she has had the opportunity to learn the most effective and target-oriented methods. In doing so, the personal learning experience has not been neglected either. Her clients include companies such as Agrana, Albelli, Coca-Cola, Erste Group, Frequentis, Migros, OMV, Rewe, RHI Magnesita, Swarovski, Voestalpine, Wienerberger. Her interest in the area of Learning & Development was deepened during her studies in “Business Consultancy International” and substantiated by relevant work experience within an internationally active group. Already at a young age Nicole Altenberger is one of the top Learning & Development Consultants at MDI and runs her own team.

  • LinkedIn
Alina Helmlinger, MA

Alina Helmlinger, MA

L&D Consultant

Since 2021, Alina has been working as an L&D Consultant at MDI and supports clients from various industries in the customized design of various management development programs and trainings. In addition to her practical knowledge and the experience she has already gained in the field of development, she can draw on sound theoretical knowledge from her Bachelor’s degree in Human Resources Management and her Master’s degree in Organizational and Personnel Development, which she successfully completed in June 2022. Alina maintains her balance, especially in challenging situations, and manages to reconcile the interests of different stakeholders in complex projects, enabling her to design tailor-made HR solutions that are aligned with the needs of her customers.

  • LinkedIn

What serves you next?

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

Explore now!

or even …

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | 7. July 2022 | Best Practice, International leadership development, Training Insights | 0 Comments

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what's awaiting next for them...Dubai, Madrid and soon...
Read More

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
Read More

Redefining the workplace as a new area of impact

by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

Virtual reality for leadership development on the riseIt's high time we use VR learning in leadership development. That's why MDI Management Development International and Jenson8 are partnering to transform leadership development through virtual reality. The new "VR...
Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently...
Read More

Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Redefining the workplace as a new area of impact

Redefining the workplace as a new area of impact

by Marina Begic | Jul 28, 2021 | Impuls series, Leadership Impact | 0 comments

Impuls Series - The Future of Workplace Learning

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant

Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on “The Future of Workplace Learning”.

Fast and targeted learning, especially for leaders, is becoming increasingly important in an intensifying digital and agile world. Therefore, Marina shares her personal learnings with us. We kicked the series off with these topics:

  • The Future of Workplace Learning – Digitization Boost
  • personnel developers as trusted guides
  • self-directed learning needs more than just an LMS!

 

Hey, Marina is a member of our LinkedIn expert group

If you would like to exchange thoughts and ideas about “Agile Leadership Development”, please send us a request. We are looking forward to you and your valuable impulses!
Join us now!

Redefining the workplace as a new area of impact

The call for more flexibility in combination with home office and digital collaboration is giving rise to new forms of organisation. New technologies and digitalisation are leading to new forms of work and employment that are detached from space and time and also require the redesign of physical workplaces.

Just as learning technologies and processes will be built around employees as users, the office will also be built around users in the future.

In the future, we will mainly enter office spaces for two reasons:

  • Due to psychosocial needs, i.e. to exchange informally with colleagues and not to be alone
  • Because of the technical assistance systems, not primarily to work there. What used to be the printer, which was absolutely necessary for getting work done, will be the holodeck in the future. Holodecks are rooms that create simulations and virtual worlds by means of holographic projection. We may not be able to create rooms like those in Star Trek in the near future – but VR and MR technologies already provide the necessary technology to create immersive learning experiences.

Arguments for face-to-face training

A still unbeatable argument for face-to-face training so far is the possibility to leave the workplace, the mobile phone and the laptop stay off, so that one can really concentrate on the new topic.

Another argument for leaving the workplace when learning is that there are too many distractions when learning virtually at the workplace. It is simply too tempting to check one’s e-mails and work through one or two things “on the side”.

In addition, leaders tend to schedule their employees for appointments immediately before or after the training.

The office of the future

The office of the future supports its users in their current needs. And these are no longer open-plan offices for working together, because we have learned that we can also work well virtually.

So in the future, when reorganising office space, not only meeting and communication rooms should be considered, but also theme rooms, rooms for experimenting and learning in equal measure.

Functional feel-good ambience has been proven to increase performance. In future, the office must support human performance by offering a promise of learning and achievement.

In-depth literature | personal recommendation:

 

Personal Magazine plus:

Arbeitswelten (working worlds)

 

The Human Factor@work. Industrieverband Büro und Arbeitswelt e.V. (IBA)

New Work Order

Marina Begic

Marina Begic

Digital Business Development Expertin und Senior L&D Consultant

Marina has been working on new, effective learning methods and the future of corporate learning for over 15 years. In her current role, she is responsible for Digital Business Development at MDI, where her focus is not driven by the current buzzwords, but primarily on the feasibility of digital transformation for clients such as Erste Group, Lenzing, Semperit, Deutsche Bahn, Andritz AG, Uniqa, Mayr-Melnhof, Frequentis, RHIM. Her greatest strength is bringing loose ends together, which she impressively demonstrates time and time again with her big picture view and multi-dimensional approach. Her greatest passion is to provide learners not only with an experience, but also with real, lasting value for their real challenges.

  • LinkedIn

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

Explore now!

What serves you next?

How to strengthen social capital in the workplace

by Jana Wölfl | 26. January 2023 | Digital Transformation, Leadership Impact, Leadership Tips | 0 Comments

Why do you like your job? Is it the work, the salary, or perhaps the interaction with your colleagues?  The latter is being neglected in many companies, especially during the pandemic. Until then, people had lunch together from time to time, chatted briefly at the...
Read More

Dubai, Madrid and soon Bangkok – around the world with MDI

by Alina Helmlinger, Marina Begic, Nicole Altenberger | 7. July 2022 | Best Practice, International leadership development, Training Insights | 0 Comments

our L&D Consultants Marina Begic, Nicole Altenberger and Alina Helmlinger have experienced quite a bit over the past few months. Here they describe how it all came about, what exactly they did there, and what's awaiting next for them...Dubai, Madrid and soon...
Read More

Our journey of becoming CO2 neutral – reasons and tips

by Alexandra Eichler, Gunther Fürstberger | 10. December 2021 | Leadership Impact, MDI Inside | 0 Comments

MDI is CO2 neutral The pandemic has made us more thoughtful. Adult education in presence is connected with traveling. Often these are only short distances, but we also had seminar weeks where participants came together from all over the world. With the Pandemic...
Read More

How can VR help with leadership training?

by Anita Berger, Dominik Etzl | 11. October 2021 | Leadership Impact, Leadership in the digital transformation, Leadership Tips | 0 Comments

How can VR help with leadership training? Our Virtual Reality & Leadership Development Experts Anita Berger & Dominik Etzl talk in this Interview about Leadership Impact through VR.can help organizations address some of today's key leadership challenges.Why is...
Read More

Redefining the workplace as a new area of impact

by Marina Begic | 28. July 2021 | Impuls series, Leadership Impact | 0 Comments

Part 4 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Virtual Reality for Leadership Development

by Aline Depoorter | 22. June 2021 | International leadership development, Leadership Impact, learning effectiveness | 0 Comments

Virtual reality for leadership development on the riseIt's high time we use VR learning in leadership development. That's why MDI Management Development International and Jenson8 are partnering to transform leadership development through virtual reality. The new "VR...
Read More

Five Characteristics of Agile Leadership Development

by Gunther Fürstberger | 22. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

What does the future of agile Leadership Development look like? MDI CEO Gunther Fürstberger has answers and shows you five helpful Characteristics. In the past, leadership development was mainly carried out in the classic mindset of project management. To achieve...
Read More

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently...
Read More

Agile-based Competence Management – Learn and evolve with change

by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

Authors: Josef Wegenberger, Oliver Wegenberger Society for Business Psychology and Organizational DynamicsLet's put ourselves in the shoes of a company from the 1980s. TECHNIK AG is a typical large company with several thousand employees. The order situation is...
Read More

Self-directed learning needs more than just an LMS!

by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D ConsultantOur Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on "The Future of Workplace Learning". Fast and targeted...
Read More

Personnel developers as trusted guides  

Personnel developers as trusted guides  

by Marina Begic, Stefan Diepolder | Jun 21, 2021 | Impuls series, International leadership development, learning effectiveness | 0 comments

Impuls Series - The Future of Workplace Learning

Part 3 with Marina Begic (Digital Business Development Expert and Senior L&D Consultant) and co-author Stefan Diepolder (Content Curator and Digital Learning Expert) 

Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on “The Future of Workplace Learning”.

Fast and targeted learning, especially for leaders, is becoming increasingly important in an intensifying digital and agile world. Therefore, Marina shared her personal learnings with us in Part 1: “Digitization Boost” and Part 2: “Self-directed learning needs more than just an LMS!”

By the way, we’ll soon continue with part 4!

Hey, Marina is a member of our LinkedIn expert group

If you would like to exchange thoughts and ideas about “Agile Leadership Development”, please send us a request. We are looking forward to you and your valuable impulses!

Join us now!

Personnel developers as trusted guides

An international survey by the Corporate Leadership Council reveals that around two-thirds of respondents see the role of personnel development (PE) as having no effective impact on business results, because the measures do not match actual needs and because the company’s challenges are not addressed in a timely manner.

The pandemic has accelerated the need to acquire new skills and competencies. As a result, the role of HR developers becomes even more central than before. Investing in employee development in the workplace would thus have to be a must-do of corporate strategy. According to Mc Kinsey, however, the budget for qualification measures fell during the pandemic for 21 percent of respondents (in Germany, according to the degreed study, even 41%).

How does Learning & Development manage the balancing act

between more precise content in the face of rapidly changing needs and at the same time less budget?

Personnel developers must move much closer to the strategy and the situational needs of the company’s employees. In the future, personnel developers will have the following two main roles:

Learningabler

 

Trusted Guide

As learning enablers (or technological gatekeepers), they create suitable spaces and provide methods, formats and tools to ensure that knowledge gets to where it is needed quickly and efficiently.

The even more important role is that of the trusted guide or learning curator.

Trusted Guides are human filters, they are competent, trustworthy people through whom we can get fast, competent and straightforward help, who support us in obtaining and verifying relevant information.

How do we find relevant information that really helps us in the increasingly dense information jungle with manageable effort? Who can really help us?

The Learning and Development department must become the first GO-TO address for these challenges.

Personnel developers can act as trusted guides directly on topics for which they themselves are passionate, or indirectly in the empowerment of other internal trusted guides.

In this context, internal Trusted Guides should have authority over content

and with the support of the methodology specialists in the Learning & Development departments, recommend content that can be drawn from different situations and create settings and learning paths that meet the needs of the target groups and enable social exchange

On the one hand, these can be experts or, in particular, leaders. Successful leaders create trust and framework conditions through open spaces and networks so that employees can take responsibility for shaping the company’s development.

Inflexible prefabricated learning programs are insufficient

Inflexible prefabricated learning programs, which are planned and rolled out for two years in advance after a one-year development period, simply no longer meet these requirements.

In addition, 100% suitable content is not always available on the market, and sometimes adaptation is required. To produce the content, you often lack the resources, the time or the skills.

Curation becomes increasingly essential

In the future, curation will therefore become increasingly essential, as the focus will be on merging existing content with new experiences. Or, in other words, on the personalization of knowledge, i.e. the adaptation of content to one’s own needs, the needs of a department, a company, an industry in the open knowledge mindset (freely available and editable knowledge). 

The market needs more flexible learning platforms for this purpose

which are not only concerned with searching for and collecting their own content – and subsequently producing content – but also with filtering, organizing and enriching it with other content, i.e. curating. Open Sesame and Microsoft Viva are already moving in this direction, but their potential is far from exhausted.  

We will therefore need a combination of agile, supportive learning technology and a new functional understanding of L&D departments supported by trusted guides in order to meet the current and future challenges of learning & development.

 

Marina Begic

Marina Begic

Digital Business Development Expertin und Senior L&D Consultant

Marina has been working on new, effective learning methods and the future of corporate learning for over 15 years. In her current role, she is responsible for Digital Business Development at MDI, where her focus is not driven by the current buzzwords, but primarily on the feasibility of digital transformation for clients such as Erste Group, Lenzing, Semperit, Deutsche Bahn, Andritz AG, Uniqa, Mayr-Melnhof, Frequentis, RHIM. Her greatest strength is bringing loose ends together, which she impressively demonstrates time and time again with her big picture view and multi-dimensional approach. Her greatest passion is to provide learners not only with an experience, but also with real, lasting value for their real challenges.

  • LinkedIn
Stefan Diepolder

Stefan Diepolder

Content Curator and Digital Learning Expert

Since my time at university, I have been working on how learning should be stimulated and how (digital) learning spaces should be designed in order to be able to develop competencies and skills efficiently, self-determinedly and effectively. I am particularly interested in the interplay between (analog) social learning processes and methods and digital tools and relevant content, which in most cases can already be found on the internet. My passion is to help people to give back autonomy over their learning, to develop information competence and to be able to make well-informed decisions. To take advantage of the supposed abundance of information on the Internet and find the relevant gems for themselves and pass them on to others. I share how I got to this point in my podcast.

  • LinkedIn

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

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Self-directed learning needs more than just an LMS!

Self-directed learning needs more than just an LMS!

by Marina Begic | May 20, 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 comments

Impuls Series - The Future of Workplace Learning

Part 2 with Marina Begic: Digital Business Development Expert and Senior L&D Consultant

Our Digital Business Development Expert and Senior L&D Consultant Marina Begic is currently focusing intensively on “The Future of Workplace Learning”.

Fast and targeted learning, especially for leaders, is becoming increasingly important in an intensifying digital and agile world. Therefore, Marina shares her personal learnings with us. We kicked the series off with the first topic, “The Future of Workplace Learning – Digitization Boost”.

By the way: Soon we will have more on the future role of L&D experts and trusted guides in part 3!

Hey, Marina is a member of our LinkedIn expert group

If you would like to exchange thoughts and ideas about “Agile Leadership Development”, please send us a request. We are looking forward to you and your valuable impulses!

Join us now!

Self-directed learning needs more than just an LMS!

During the pandemic, we all experienced what is already possible with E-Learnings and how quickly we can switch from face-to-face to virtual training. Those who already had a learning management system (LMS) in place probably found it easier to make digital learning materials and videos available to their employees and co-workers. At the same time, the learning curve was also very sharp, as we quickly learned what possibilities digital learning solutions offer and where the limitations are.

“LMS is supposed to promote self-directed learning”-this is a phrase I hear again and again from L&D departments and leaders when asked about the purpose of the LMS. The responsibility of learning should lie with the employees themselves.

What is self-directed learning anyway?

There is no standard definition, so here is an attempt to summarize it:

Learners should take the initiative on their own accord, grasp their own learning needs and learning goals, and select and apply the appropriate learning content. The mere availability of content in an LMS based on a PDP (Personal Development Plan) is therefore not sufficient to bring forth self-directed learning. Learning is a social phenomenon that needs a holistic approach.

An LMS is well suited to provide a predefined process with the appropriate content at the right point. If you don’t have too high expectations of the LMS, it can still be a very useful tool when used correctly.

However, if you want to sustainably change the learning culture in your company and develop it further in the direction of agile learning, you should not back a large, expensive horse that may no longer be usable in a few years, but rather try out many smaller options using sprints.

70:20:10

The 70:20:10 model, which is often used in leadership development, brings us closer to the fact that we are always and everywhere learning, especially through our work (70) and from others (20). In the future, there will be an increasing blending of the three “ways” of learning, i.e. formally (10%, Education), through interaction with other people (20%, Exposure) and informally through our own experience (70%, Experience).

Learning is the Work. (Jarche, 2013) 

The education portion, i.e., the formal part of learning, will increasingly be used and accessed where it is needed. The technical requirements for this are already in place.

Adaptive Systems or Learning Experience Platforms (LXP)

This also demands systems that continuously adapt to users and their needs. Adaptive systems or learning experience platforms that deliver easily digestible knowledge nuggets independent of time and place and at the same time memorize learning preferences and suggest meaningful new learning content.

From the user’s point of view, one could have skipped the development step of the inflexible LMS and started right away with so-called experience platforms. But be careful, not every LXP is a real experience platform. Giving the user an active role in the learning process beyond clicking things through should be a minimum requirement and not a promoted further development on the market.

What can also hinder the learning process in connection with an LMS implementation are

  • A long implementation process: it is not uncommon for it to take several years from the search to the roll-out of the software. Usually, a requirements catalog is created for months with 15 different stakeholders/sponsors (who are usually not the direct target group at all).
  • The search is on for the perfect solution that meets all the technical criteria and, by chance, also provides exactly the right content for the company.
  • Work is done according to the waterfall principle instead of the agile principle, i.e. the system is not deployed until all functions run without errors.

If the target group cannot be continuously tested and adapted, there is a high risk of failure.

What can current LXP platforms provide?

  • Current LXP platforms such as eloomie, Rallyware, HLX, and StoryShare offer not only learning content, but also an integrated authoring system for creating your own e-learning, enable self-service content curation and content sharing, and thus also touch on social learning.
  • Learning platforms should offer cross-platform content as part of their standard program and suggest suitable Netflix-style content based on user behavior using artificial intelligence.
  • The Leapsome platform uses an analytics tool to continuously determine its own training needs and links daily business, tasks, goal management, and feedback. However, the option to integrate third-party content is missing here.
  • So LXP also pay attention to the active and social components of learning, experience and exposure.
  • But only 25% of U.S. companies have a learning experience platform in place, and according to the Haufe Benchmarking Study from 2020, LXP is still not very widespread – for 62% of respondents it is not even a term.

For those who don't yet have an LMS and want to promote self-directed learning, here are 9 tips for doing so:

1. use existing systems: existing intranets or communication platforms/channels may not be able to perform all LMS functions; however, they probably can do more than you think. Text, images and even videos can be easily integrated at one point or another in almost all companies these days. So first knock on IT’s door and have key users show you the functionalities of existing systems. Besides, nobody wants the 25th program – no matter how useful and interesting it is.

2. content ALWAYS before infrastructure: don’t wait for the LMS to be announced in 6 months to deliver content that is currently relevant to your employees. By then, the content may even be outdated. There is certainly a solution, e.g. intranet, social media company group, monitors in production/break halls or simply link via email/SMS to Youtube channel. It is important to bring the message as close as possible (barrier-free) to the target group.

3. Iteration before perfection: It is better to publish content in small bites, i.e. microlearnings in 3-5 minutes, in different channels on a regular basis. Work in sprints for both software/infrastructure and content production, get feedback from target audience and move on. Even if it is tempting in terms of price, rather make up shorter license periods. Content that is no longer needed in a year is then still too expensive even discounted.

4. relevance: Think well about what content to go out with first with your target audience using e-learnings. How relevant is the content to the target audience? Is it “only” legally relevant (mandatory training) or does it also solve a problem for the target group. How do I communicate to the target audience that this content is relevant? Here it pays off to devote a little more time to this, even when designing the content of the e-learning: If, for example, a standard content is purchased, one could quickly use cloud-based authoring tool to create a personalized framework with introductory words to the WHY or even a short intro video with the CEO. You can also work with the sandwich method. A mandatory content (like IT security) packed between two more exciting contents.

5. good news spreads fast: but only if enough employees know about it and can spread it. Therefore, start with content that is relevant to a larger audience. So what brings the fastest quick-win, creates the greatest impact, increases business value? It is therefore advisable, for example, to prefer Outlook training for all employees to e-learnings for C-levels.

6 Mix & Match: Even if at first glance it appears to be easier to work with a large one-stop provider that covers all functionalities and often already provides a lot of content, it is nevertheless more difficult to navigate a large ship in times of change. You will never be able to cover everything from one provider. Optimal is a mix of purchased standard content, partially or completely self-produced and professionally produced content. I always recommend starting with a few selected pieces of content rather than releasing a library with hundreds of pieces of content without any control.

7. involve the target group (empowerment): not only by means of a one-time needs assessment at the beginning, but on an ongoing basis. The production staff probably knows better than the L&D department how to improve the production line and how to present that. Have project groups produce their own content and give them tools to create and share short videos themselves with short “How to make a Microlearning” training. Call competitions, create innovation awards, provide access to video/authoring tools.

8. strategy roadmap: Even an agile learning journey needs a north star, a mission. Therefore, select partners strategically. What is the goal of the LMS implementation? Because management wants to digitize the company? Is there a strategy for it? What is to be changed as a result? In what time frame? What problems will it solve – short, medium, or long term? Does it really need an LMS for this, or maybe something else already? What goal does the digital learning content pay towards? A strategy roadmap helps with orientation. At this point, it can be helpful to bring independent external experts on board. Either just for the strategy or also for content curation and personalized production.

9 Communication first: Communication is half the battle and the key to success. Really. Period. An e-learning strategy must always be accompanied by a communication roadmap and sufficient transparent communication. But what is “sufficient”?

The following approach can provide guidance:

  • At the beginning of the project: 70% communication for 30% message.
  • In the development phase: 50% communication for 50% message
  • In the maintenance phase: 30% communication for 70% message

That sounds like a lot of work to you? It is!

But e-learning is not introduced to make things easier for the L&D department, but for everyone else 😉 The good news is, however, that you don’t have to do the communication work alone and actually can’t do it at all. You need trusted experts called trusted guides to do it.

More about the future role of L&D experts and trusted guides will be available shortly in the third part of my impulse series

Marina Begic

Marina Begic

Digital Business Development Expertin und Senior L&D Consultant

Marina has been working on new, effective learning methods and the future of corporate learning for over 15 years. In her current role, she is responsible for Digital Business Development at MDI, where her focus is not driven by the current buzzwords, but primarily on the feasibility of digital transformation for clients such as Erste Group, Lenzing, Semperit, Deutsche Bahn, Andritz AG, Uniqa, Mayr-Melnhof, Frequentis, RHIM. Her greatest strength is bringing loose ends together, which she impressively demonstrates time and time again with her big picture view and multi-dimensional approach. Her greatest passion is to provide learners not only with an experience, but also with real, lasting value for their real challenges.

  • LinkedIn

Digital training formats for leadership development

We help make leadership development more agile with our digital training formats:

  • E-learnings
  • e-consulting
  • Blended Learning Journeys
  • Virtual Leadership
  • virtual reality
  • digital learning transfer

– we have just the right thing for your needs!

Explore now!

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by Marina Begic, Stefan Diepolder | 21. June 2021 | Impuls series, International leadership development, learning effectiveness | 0 Comments

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by Josef Wegenberger, Oliver Wegenberger | 18. June 2021 | Agile Leadership, International leadership development, learning effectiveness | 0 Comments

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Read More

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by Marina Begic | 20. May 2021 | Impuls series, Leadership Impact, learning effectiveness | 0 Comments

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