Beyond Training
Training Is Not The Same As Learning
Some people think that “training” and “learning” are the same thing but there is a big difference. Training should be viewed as an occasional formal event that will facilitate learning whereas as learning is something that is happening all the time both formally and informally.
The Training Budget Is Too Limiting
The problem with confusing training and learning as being the same thing often leads to the assumption that the small amount of time allocated to individuals each year for training, a.k.a. the training budget, will also be sufficient for any other learning activities individuals might participate in. This assumption often proves to be invalid. People who book their learning time to a training code can rapidly exhaust their allocation because learning occurs far more frequently than training.
Beyond The Training Budget
If we are to achieve a learning culture then we need to get beyond the training budget. It’s simply too limiting! Almost all organisations have a training budget but how many have a learning budget?
We all know that SMEs (Subject Matter Experts) didn’t become experts overnight or after a three-day training course. They earned their “wings” by spending time steadily learning over a long period of time, often years.
Learning Time Is Undervalued But Highly Necessary
Whilst SME knowledge and skills are highly valued, the value of learning (especially continuous learning) is greatly undervalued. No one wants to invest in the cost or duration of learning but everyone wants to dip into the earned value of it. Some learning delivers a massive return on investment, especially learning that improves our everyday work.
Unfortunately, the digital skills gap prevents us from buying in that learning at a reasonable price (by hiring new talent) and forces us to start investing in growing our own talent or to fall further behind.
False Economies
“Bean-counter mentality” can introduce many false economies that stifle creativity, productivity, efficiency, quality and innovation for knowledge workers.
The false economy of “managing by cost” really brings out the worst in people. It causes people to ask about budgets and time codes instead of discussing and realising the value that might be achieved. It’s like saying “we can’t afford to act on good ideas” or “we can’t afford to change”.
“One size fits all” is another false economy. I say let the workers choose!
Learning Through Knowledge Sharing
Knowledge sharing is a way of shortening learning curves. It helps to build and empower people more efficiently. Role-based or technical communities are an excellent vehicle for this.
Because knowledge sharing takes time to do, there is a cost associated with it. Short-sighted organisations would question and discourage that cost even though it offers excellent value for money and a great return on investment.
Time Spent On Learning Pays For Itself
We’ve all heard about continuous improvement and how it needs to be baked into everything we do so that we can do things faster, cheaper and better. We all know that the time we spend on improvements pays for itself. (Some contracts even take continuous improvement into account forcing suppliers to reduce their costs over time.)
Decades ago Microsoft had a concept of “the 20% tax” for developers (documented in the book Microsoft Secrets) that assumed they would spend 20% of their time re-factoring code to keep the codebase for their products as healthy as possible.
Spotify “hack days” (where engineers can spend 10% of their time working on almost anything they want) delivered such great returns that they introduced an annual company-wide “hack week” too.
It’s probably no surprise that organisations who don’t take continuous improvement seriously also don’t take continuous learning seriously either. These are the “laggards” on the adoption curve.
Tech Challenge
At Capgemini, on my account the Architecture Group sponsors “Tech Challenge” events where teams from across the account form to discuss and turn an idea of their choice into a demonstrable product.
Anyone can form a team and enter the event – you just need a whacky team name, an idea and the shared motivation and commitment to build it.
Entries for our 10th edition recently closed on 23rd May. On a given day, the different teams will each demonstrate the fruits of their labours to a panel of judges and prizes will be awarded. Past experience has shown that some of the ideas and products demonstrated are amazing with no holds barred on what technologies are employed. This is a great opportunity to do something different with new technology and a motivated bunch of people.
I’m always impressed by what was achieved in so little time. Every day I’m reminded that I work with some really clever people but Tech Challenge just takes that to a new level of respect for people. Awesome!
Thank you for liking this page.
Tim Simpson
7th June, 2019
#LifeAtCapgemini
Update 25th June, 2019
In all, 18 teams entered Tech Challenge (#TechCh2019), 6 of which came from the Digital Delivery Group (DDG) of which 2 teams scooped the top prizes. Fantastic!
It was amazing to see several hundred people at the judging where lots of Tech Challenge branded merchandise was handed out to participants along with free drinks and pizzas. Winners received individual prizes, certificates and trophies.
Whilst it's great fun for all involved, I also sensed some healthy competition and things being taken quite seriously by the teams. It was uplifting to witness the demonstration of raw talent, innovation and energy in the room.
I take my hat off to all those creative people who learn by doing.