1 Copyright Dr. Tony O’Driscoll OLL 302 ONLINE LEARNING STRATEGY: Push, Pull, Connect, Ignore: What is the Optimal E-learning Strategy? Dr. Tony O’Driscoll enior Consultant, IBM e-business Strategy and Design Consulti 1808 Deer Fern Drive, Raleigh, NC 27606 Phone: (919) 816-9955 e-mail: [email protected]Ignore Pull Push Connect W O R K I N G L E A R N I N G D O G Tacit Knowledge “Peoplewith People” Explicit Knowledge “Peoplewith Inform ation”
Transcript
1 Copyright Dr. Tony O’Driscoll
OLL 302 ONLINE LEARNING STRATEGY: Push, Pull, Connect,Ignore: What is the Optimal E-learning Strategy?
Dr. Tony O’DriscollSenior Consultant, IBM e-business Strategy and Design Consulting
• What environmental factors have created interest in creating Learning Organizations?• How are Training and Learning interrelated?• How is the intranet being used to automate organizational Training efforts?• What’s the difference between Information Technology and Performance Technology?• How can IT and PT be leveraged to create a true Learning Organization?
You Should Leave Here With.....• Lots of questions about how IT and PT can be leveraged to facilitate Learning
The Questions We Will Explore Today....
What IKnow
What I Know After Pursuing
Question X
Question X
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Organizational Metamorphosis ?
Agrarian Age(??-1760)
Industrial Age(1760-1960)
Information Age(1960-2020)
Infrastructure
Business
Technology
Primary Asset
Main Output
Organization
Local Market
Family Farm
The Plow
Land
Food Products
Family Structure
Railroads, Steel
The Factory
The Machine
Capital Equipment
Mechanical Products
Bureaucracy
Computers, internet
The Corporation
The Transistor
Intellectual Capital
Knowledge Products
Learning Organization
In the 1995 HRD Executive Survey, 94 percent of respondents said that they think it’s importantto build a learning organization; only nine percent think their companies aren’t moving that way
Bassi
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Learning Organization
Describing the Learning Organization ?
PersonalMastery
MentalModels
SharedVision
Systems Thinking
“There are many signs that the future of successful enterprises will hinge on their capacityfor sustained organization-wide learning . . . . .” Senge
“The Learning Organization is an organization that is able to transform itself by acquiring new knowledge, skills, or behaviors. In successful learning organizations, individual
learning is continuous, knowledge is shared, and the culture supports learning. Employees are encouraged to think critically and to take risks with new ideas”Bassi.
TeamLearning
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?Creating the Learning Organization“. . . . But while it is easy to advocate, it is difficult to produce” Senge
Super-Oriented Goal
Profits from Products Profits from Solutions
Skills
Physical Analytical
Staff
Line Worker Professional
Style
Dictate Participate
Structure
Hierarchy NetworkStrategy
Efficiency Innovation
Systems
Linear Interactive
“Two major forces—global competition and rapid technological advances—have profoundly changed, and will continue to change, the nature of work, especially in the United States” Bassi
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Introducing the “Offer”
Super-Oriented Goal
“The difference between products and services blurs to the point that the distinction is a trap. Winners in the Information Age will provide an offer that is both product andservice simultaneously” Davis and Miller
Anytime ATM Machines
Real Time Intelligent Vending Machines
Online PCS health Systems
Interactive Sunbeam’s “Blanket with a Brain”
Anyplace GM Onstar Service
Learning Mercedes Driver Adaptive Transmission
Anticipating Amazon.Com
Filtering PointCast
Customizing Levi’s
Upgrading Phone and Cable Options
Speed
Connectivity
Intangibles
OFFER
?
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Customer Service
Operations
The Industrial Age Work Paradigm
ProductionBasedWork
Capital
Labor
Raw Materials
Standardized Work•Quality•Productivity•Efficiency
MechanicalProduct
Supply Chain
InnovationCustomer
Chain
Work Activity Focused on Efficiency, Productivity, and Quality
?
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The Information Age Work Paradigm
Knowledge Based WorkKnowledge Based Work
Expert Professionals
Relevant InformationSocially Based Work• Innovative• Creative• Emergent
Problem SolutionNew Opportunity
Customer Service
OperationsSupply Chain
InnovationCustomer
Chain
Work Activity Focused on Innovation, Creativity, and Problem Solving
OFFER
?
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?Learning Organization Structure
Authority/Production Knowledge/Problem
Elements Authority/Production Knowledge/Problem
1) Levels of authority Many Few
2) Division of labor High Low
3) Links to others Few Many in the organization
4) Sources of influence Position in hierarchy Ability to identify and solve problem and power
5) Use of rules and High Low procedures
6) Primary purpose Maximize output Analyze or invent knowledge to solve problems
The Authority/Production Organization is concerned with mobilizing people and equipmentto maximize output of a finished product or service. The Knowledge/Problem mode is
concened with processing or inventing knowledge to solve problems. Zand
Structureand Style
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Fundamental Question #1
“The Learning Organization requires that everyone continually challenge prevailing thinking, think systemically (see the big picture and balance short and long term consequences and decisions), and build shared visions that truly capture their highest aspirations” Senge
“Organization wide learning will require critical masses of individuals operating in new ways, so that new organizational norms are established. But that is not enough; it will also require new infrastructures that support learning. Senge
How does one go about beginning to create a Learning Organization?
?
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Questioning our Assumptions on Learning ?
Think back to your most recent learning experience....
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Training Versus Learning?
“ Learning is a much more complicated phenomenon than can ever be limited to a classroom. In organizational learning efforts, the confusion of learning and training is fatal.” Senge
“I never let my schooling get in the way of my Education” Twain
“To learn is to gain knowledge, comprehension, or mastery through knowledge or experience. To train is to coach in or accustom to a mode of behavior or performance; to make proficient with special instruction and practice. Learning is something one does for oneself whereas training is something one does for others. The principal goal of training is learning, yet training is neither necessary nor sufficient to cause learning to occur” Pepitone
“The learning capabilities that matter are inseparable from the work that people do. Organizational learning is not the same as individual learning” Senge
“Training signifies a one way transfer of established wisdom from the trainer to the uninformed trainee. It focuses on the teacher, not the student. Learning reverses this in important ways. Learning involves not only absorbing existing information but also creating new solutions to not-yet-fully-understood problems” Kanter
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Fundamental Question #2 ?
Could it be that our existing Mental Models—ones that tend to marry
Training and Learning—have limited us from understanding how
to create a true Learning Organization?
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The Characteristics of Systems Thinking
Systems Thinking....
• Is non-linear• Focuses on interrelationships• Looks inside the system for solutions• Creates a ‘visual’ language• Adds precision• Forces ‘explicitness’ in models• Encourages examination and inquiry• Is Holistic
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Feedback Loops: The ‘Words’ of Systems Thinking
• Balancing LoopDrinkCoffee
Tired inPM
B+
_
time
Tiredness
• Reinforcing Loop
Births
Population
+
time
+
Population
R
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Archetypes: The “Language” of Systems Thinking
It’s 3:30 P.M., you head towards the crowded coffee machine thinking“I’ve gotta have something to keep me awake through this meeting.”
So You proceed to get your fifth cup of coffee!
Tired inPM
B+
_
Drink Coffee
Sleep atNight
-
+
-
B
Dependenceon Caffeine
-
+
R
Delay
Problem Symptom
Symptomatic Solution
Fundamental Solution
Addiction
Shifting the Burden: Over time your body begins to rely on caffeine (not sleep) at regular intervals in order to regulate your energy and metabolism.
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-
Corporate America is Addicted to Training!
“Bureaucratic organizations do not know how to deal with a problem unless it is classified in terms of a solution. Once classified, the problem can be referred to the appropriate
department (or solution pigeonhole) for action.” Rummler
“There is a superstitions factor that if a little training is good more must be better” Gilbert
“The activity based training approach of the past no longer serves us or our organizations: (a) Corporate America spent over $200 billion on training last year, and (b) Less than 30 percent of what people learn is actually
transferred to the job in a way that enhances performance. In other words, at least 70 percent of the 200 billion-dollar investment in training and development is lost at a time when organizations
need a highly skilled, adaptable, and motivated workforce” Robinson
PerformanceDiscrepancy
B
+
_
TrainingIntervention
PerformanceIntervention
-
+
-
B
Dependenceon Training
+
R
Delay
Problem Symptom
Symptomatic Solution
Fundamental Solution
Addiction
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The Growth of the Web and intranets!
“Electronic networks form the keyinfrastructure of the 21st century, as
critical to business success and national and economic development as the railroads were in Morse’s Era”
Alvin Toffler, Power Shift
Systems
The Future....•World Population is increasing 6.6% per year•Web users in increasing 370% per year•Number of URLs is increasing by 2000% per year•At this rate, there will be 8 billion sites on the web by 2002, more than one site for every man, woman and child on the planet.
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IT is Exacerbating the Training Addiction!
“What’s wrong with this scenario is that we are applying radically different technological alternatives to old frameworks without reexamining their underlying assumptions
and structures. In our pursuit of solutions, we have assumed that the future should be and extension of the past” Gery
Old ParadigmApply technology to old training, documentation, and problem solving/decision making models.
New ParadigmDevelop new learning, information access, problem structuring, and decision making models based on new technical alternatives.
10 YEAR TRANSITION PERIOD DUE TO
• Installed Technology• Political Vested Interest• Available Development Tools• Lack of Performance Based Paradigm
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Fundamental Question #3
Are we merely leveraging IT to facilitate the administration and
dissemination of Training programs instead of using it to
create a true Learning Organization?
“We have leveraged IT to put wheels under old training models, we’ve automated the past—invalid assumptions and all” Gery
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4. Knowledge Work Usurps Physical WorkFACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
In 1985, 42% of Nortel’s total workforce were knowledge workers. At the 1997 Senior Managers Conference, this number was projected to become 75% by the end of 1998.
Physical Work Intellectual Work
Factor of Production Knowledge Producer
Question Nothing Question Everything
Repetitive Tasks Ongoing Challenges
Do as you are told Determine what to do
Segmented Work Holistic Work
Direct Supervision Autonomy
“A Strong back” “A Strong Resume”
Industry Ratio
Ag. Production (Crops) 1.77Ag. Production (Livestock) 7.29Steel Production 15.96Auto Production 18.53Aircraft Production 38.97Computer Production 57.72Physician Services 59.31Legal Services 63.29Computer Services 73.15Professional Services 92.68
Industrial Worker Knowledge WorkerStaff &Skills
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Work Productivity = Creating Knowledge“In the Post-Capitalist Society, the basic economic resource is no longer capital nor
physical resources. It is, and will continue to be the knowledge worker. The economic challenge of the Post-Capitalist society, therefore,
will be the productivity of the knowledge worker” Drucker
FACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
FACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
Industrial AgeStrategic Leverage“Find the Answer”
Information AgeStrategic Leverage
“Create the Solution”
“The ever declining cost of technology for information processing has made the technology and information ubiquitous. In fact information is a commodity that can be bought and
sold. Consequently it has become insufficient to define competitive advantage” Bassi
Strategy
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What Humans do With Information
ACQUIRE PROCESS DECIDE
“Information is defined as anything that reduces uncertainty in decision-making” Haeckel
SearchGather
OrganizeStore
ReviewAnalyzeDigest
Synthesize
ReviewCompareContrastCommit
FACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
24 Copyright Dr. Tony O’Driscoll
FACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
IT and the Information Explosion “The amount of information is doubling every five years” Davis
We must STOP leveraging technology as an INFORMATION CREATING vehicle.
We must BEGIN to leverage technology as a KNOWLEDGE ENABLING vehicle.
FACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
27 Copyright Dr. Tony O’Driscoll
Fundamental Question #4FACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
How can IT be leveraged as an enabling mechanism to facilitate knowledge work thus creatinga true Learning Organization?
“We don’t need new technology to affect organizational performance, we simply need new thinking” Gery
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In the most concise form possible, Human Performance Technology (HPT) can be defined as systems thinking applied to human resource activities.
HPT is the application of what is known about human and organizational behavior to enhance accomplishments, economically and effectively, in ways that are valued within the work setting. Thus HPT is a field of endeavor that seeks to bring about changes to a system in such a way that the system is improved in terms of the achievements it values.
Characteristics of HPT:•HPT is Systematic•HPT is Systemic•HPT is grounded in scientifically derived theories and empirical data•HPT is open to all means methods and media•HPT is focused on achievements that human performers and the system value
HPT Defined
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The Role of the Human Performance Technologist
Performance Discrepancy
Work Systems?Work Environment?Skills & Knowledge?
What’s the Cause?
Root CausePerf.
Levers
Work SystemsTools, Processes,IT Systems
Work Env.Comp, CD,Mentoring
LearningJob Aids, Training,Websites
Performance Discrepancy
AssessmentAssessment
Human Performance Technologists Enable Business Performance by Assessing Performance Discrepancy Root-Cause Levers and Recommending Intervention Suites to address these Root-Causes in an Expedient and Permanent Manner.
ImplementationImplementation
HP Technologists are the thread from Discrepancy Identification to Resolution. They Assess all three Performance Areas for Root Causes, Suggest Performance Interventions across all three Performance Areas, Manage the Design and Development of the Interventions in the
Learning Performance Area, and consult on intervention design in the other two areas.
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What are the Client’s Business and
Performance Issues
Client Needs
How do business priorities link to
performance gaps?
Strategic AnalysisWhat performance metrics characterize business success?
HRDTraining and EducationSkills & ProfilesCareer DevelopmentLeadership DevelopmentODOrganization DesignWorking PrinciplesObj. Alignment/RewardsHRM Compensation PlngSuccession PlngRecruitingEnvironmentExpert SystemsWeb based Support
PerformanceEvaluation
Is New Work ProcessDriving Perf. Discrepancy
To ZERO?
Work ProcessImplementationNew Work Processinitiated with Client
Where does Client stand today against the desired metrics?
Today’s Perf. Metrics
CLIENT BUSINESS VALUE ANALYSIS PERFORMANCEANALYSIS
WORK PROC.DESIGN/IMP.
PerformanceDiscrepancy
:
Key Components of the HPT Model
Performance Discrepancy
Work Systems?Work Environment?Skills & Knowledge?
What’s the Cause?
Root CausePerf.Levers
Work SystemsTools, Processes,IT Systems
Work Env.Comp, CD,Mentoring
LearningJob Aids, Training,Websites
Performance Discrepancy
AssessmentAssessment ImplementationImplementation
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The Human Performance System (HPS)
“Pit a good performer against a bad system and the system will win every time.” Rummler
The High Performance System (HPS). (Adapted from Rummler and Brache, 1992)
(1) Performer
(4) Consequences(3) Output
(5) Feedback
(2) Input
Task Interference•Can performer easily recognize input requiring action?•Can task be done without interference from other tasks?•Are job procedures and work flow logical?•Are adequate resources available for performance?
Performance Specifications•Do performance standards exist?•Do performers know the desired output and performance standards?•Do performers consider the standards attainable?
Knowledge/Skill•Do the performers have the necessary knowledge and skill to perform?•Do the performers know why desired performance is important?
Individual Capacity•Are the performers physically, mentally, and emotionally able to perform?
Feedback•Do the performers receive information about their performance?•Is the information they receive:
•Relevant?•Accurate?•Timely?•Specific?•Constructive?•Easy to Understand?
Consequences•Are the consequences aligned to support desired performance?•Are the consequences meaningful from the performers viewpoint?•Are the consequences timely?
32 Copyright Dr. Tony O’Driscoll
Electronic Performance Support “An EPSS is a software environment that provides a context within which work is done.Everything needed to do the job—information, software, expert advice, and guidance, and learning experiences—is integrated and available, resulting in improved worker
productivity and minimal support an interactivity by others” Brown
EPSS Goals:• Provide electronic support for job tasks
• Integrate support into work environment
• Provide support on demand
• Use appropriate technology where needed
• Integrate information, tools, and methodologies for the user
“The goal of an EPSS is to provide whatever is necessary to generate performance and learning at the moment of need. This kind of support has always required human beings
in the past. But we now have the means to model, represent, structure and implement it electronically” Gery
HelpSystems
Databases VideoDatabases
Templates
ApplicationsSoftware
AdvisorySystems
InteractiveTraining
Infobase
ProductivitySoftware
Performer
HelpSystems
Databases VideoDatabases
Templates
ApplicationsSoftware
AdvisorySystems
InteractiveTraining
Infobase
ProductivitySoftware
Performer
33 Copyright Dr. Tony O’Driscoll
EPSS Attributes
HelpSystems
Databases VideoDatabases
Templates
ApplicationsSoftware
AdvisorySystems
InteractiveTraining
Infobase
ProductivitySoftware
Performer
Electronic: Key is to INTEGRATE everything electronically
Performance: Goal is NOT Learning but Business Performance
System: Refers to BOTH Human and Computer Systems
Environment: Takes a systemic view (Work, Worker, Workplace)
Workware: NOT software, but systems that help you do work
HelpSystems
Databases VideoDatabases
Templates
ApplicationsSoftware
AdvisorySystems
InteractiveTraining
Infobase
ProductivitySoftware
Performer
34 Copyright Dr. Tony O’Driscoll
EPSS Related to Learning Strategy
HelpSystems
Databases VideoDatabases
Templates
ApplicationsSoftware
AdvisorySystems
InteractiveTraining
Infobase
ProductivitySoftware
Performer
“An EPSS is an electronic infrastructure that captures, stores, and distributes individual and corporate knowledge assets throughout an organization, to enable an
individual to achieve a required level of performance in the fastest possible time
with the minimum of support from other people” Raybould 1995
Awareness
Conceptual
Functional
Proficient
Competent
Basic Information Zone:Books, Articles, Web Sites, Reports
Structured Information Zone:Intro Course, CBT, Workbook, CD Rom
Applied Information Zone:Intact Groups, Problem Solving Sessions, Mentoring
Action Learning Zone:Learning on-the-job while solving real problems
Competency Level
Time to Competency
“Who Knows What” “What do they Know”
35 Copyright Dr. Tony O’Driscoll
Can EPSS Facilitate Knowledge Work ?
Performance Technology
HelpSystems
Databases VideoDatabases
Templates
ApplicationsSoftware
AdvisorySystems
InteractiveTraining
Infobase
ProductivitySoftware
Performer
“The EPS design paradigm requires a fundamental rethinking of the relationships betweenlearning, training, and performance” Rosenberg
FACTS
INFORMATION
INTELLIGENCE
KNOWLEDGE
WISDOM
+ Context Yield
+ Inference Yield
+ Certitude Yield
+ Synthesis Yield
Lessis More
36 Copyright Dr. Tony O’Driscoll
Training versus HPT
Training Focus Performance Focus
Event Oriented Process Oriented
Domain is the Classroom Domain is the Organization
Focus on the Learner (Worker) Focus on Work, Worker, and Workplace
Focus on Skills and Knowledge Focus on Business Results
Develops Training Interventions Develops Performance Interventions
Implements Training Solutions Implements Performance Solutions
Evaluates Learning and Behavior Evaluates Bottom Line Results
37 Copyright Dr. Tony O’Driscoll
Fundamental Question #5
Can a true Learning Organization be created by leveraging HPT principles to guide IT decisions in
order to facilitate knowledge work?
Authority/ProductionKnowledge/Problem
HelpSystems
Databases VideoDatabases
Templates
ApplicationsSoftware
AdvisorySystems
InteractiveTraining
Infobase
ProductivitySoftware
Performer
(1) Performer
(4) Consequences(3) Output
(5) Feedback
(2) Input
TaskInterference
Perf. Spec
KnowledgeSkill
CapacityFeedback
Conseq.
Customer Requirements
OrganizationalMission, Strategy
and Goals
DesiredPerformance
State
ActualPerformance
State
PerformanceDiscrepancy
(Gap)
Work, Organizational, and Competitive
Environment
Evaluation of Results
Lack of:•Consequences,
Incentives, or Rewards
•Data, Information, and Feedback
•Environmental Support, Resources and Tools
•Individual Capacity
•Motives and Expectations
•Skills and Knowledge
Implementation andChange Management
Performance Analysis Cause Analysis InterventionSelection and Design
38 Copyright Dr. Tony O’Driscoll
Proposed Learning Strategy Framework
Ignore
Pull
Push
Connect
W O R K I N GL E A R N I N G
DO
G
Tacit Knowledge“People with People”
Explicit Knowledge“People with Information”
39 Copyright Dr. Tony O’Driscoll
Ignore
In the past, our “Technolust” hasgotten us in trouble. Let’s not fallin the same trap again with intranets.
“Bad training put on a technology platform merely allows us to wastepeople’s time more effectively. In other words we leverage technology to increase the efficiency with which we train poorly” Fuller
“We are using the intranet to automate the past, bad assumptions and all. We must get out of the activity based training paradigm” Gery
Always Remember the Do Nothing Alternative!Always Remember the Do Nothing Alternative!
40 Copyright Dr. Tony O’Driscoll
Pull
Web Based CBT and Automated Registration— by itself—does NOT Result in the Creation of
a Learning Organization
Web Based CBT and Automated Registration— by itself—does NOT Result in the Creation of
a Learning Organization
The challenge on the web today is getting people’s attention. The web is driven by an attention economy not an information economy. Wired
The web based “Spray and Pray” approach to Training is inadequate.It is simply putting “wheels” under old Training paradigms. Gery
Putting Training on the web is simply Data Warehousing. It requires that the employee take action to find the information needed. Barnhardt
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Push Technology and User Profiles can be Leveraged to EnhanceBoth Individual Learning and Organizational Performance
Push Technology and User Profiles can be Leveraged to EnhanceBoth Individual Learning and Organizational Performance
Push
PUSH TechnologyWebcasting is the wave of the future
Wired Magazine
Performance technology is about getting the right amount of informationto the right person, at the right time, to allow them to do their jobeffectively. Push technology makes this possible.
How you share things and how you get your hands on things will changedramatically. What we do today will look pretty crude in five years time.
42 Copyright Dr. Tony O’Driscoll
Leveraging the intranet as a vehicle for connectingemployees with common interests and for connecting
employees with information will facilitate the Creation of a true Learning Organization
Leveraging the intranet as a vehicle for connectingemployees with common interests and for connecting
employees with information will facilitate the Creation of a true Learning Organization
Connect
The company that figures out how to harnessthe collective experience of its employees will blow the competition away. Walter Wriston
The nation’s ability to compete in is threatened by inadequate investment in our most important resource: people. Business Week
To help employees share and reuse knowledge, E&Y has created communities of interest. Right now there are 70 company wide networks of people with common interests and expertise. Leher
43 Copyright Dr. Tony O’Driscoll
Tony’s Top Ten Learning Strategy Tips1) Change your paradigm/branding from Training to Learning
2) Put Technology in its Place: It is a delivery mechanism, not a panacea
3) Focus on Performance Technology not Information Technology
4) Measure Organizational Performance not Training Activity
5) KISS: Focus on parsimony—not excess—in creating performance interventions
6) Understand the difference between Tacit and Explicit Knowledge
6) Ignore intranets if you plan to merely reinvent the past by automating Training
7) Use Pull strategies to warehouse and customize information making access easier
8) Use Push strategies to send specific information to employees who need it
10) Use Connect strategies to link experts together to solve complex problems
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Biography
Tony O'Driscoll is a Senior Consultant and Researcher with IBM's e-business Strategy and Design practice. He is responsible for helping clients develop differentiated strategies and coherent implementation plans for their e-business initiatives and for advancing IBM's thought leadership in e-business through research, methodology development, application and education. Dr. O'Driscoll has in-depth knowledge and extensive experience in optimizing and managing organizational performance and has a proven track record of providing thought leadership in the development of strategies that focus on delivering business results.
Dr. O'Driscoll is an active member of ISPI, ASTD, and PDMA. He has been a keynote presenter, panelist, workshop leader, and facilitator at numerous local, national, and international conferences and symposia. He sits on the advisory board for the International Performance Support Conference and is also a member of the Conference Board on Knowledge Management.
Currently, Dr. O'Driscoll's speaking engagements-as well as his recently published book: Achieving Desired Business Performance-emphasize the critical need for corporations to leverage their organization and information technology infrastructures to more effectively harness the most valuable information age economy asset: Employees.
