Microlearning has graduated to become a buzzword in the corporate learning and development space. With its reputation as the go-to solution to capture the attention of and truly engage with the next generation of learners, it’s easy to see why microlearning is developing into a phenomenon in its own right.
As much as we’d like to, I’d say it’s nearly impossible to extract all the crucial knowledge that is hidden within the recesses of the minds of the great people that work in the company. It is still important we make a go at it anyway, to transfer as much knowledge as possible from one generation of leaders to the next. And if you agree with me on this, that’s great, I’d like to help you out.
You see knowledge transfer is not without its fair share of challenges, and especially when it’s knowledge that is tacit – highly valuable but hard to see, articulate and hidden deep within individuals that possess it.
So I’d like to highlight some of the crucial battles you might be up against or perhaps fighting right now, and share some strategies on how to conquer them.
Knowledge is power. And for businesses, knowledge is power only when it is shared and put into action; otherwise it’s pretty useless isn’t it? But not all knowledge is created equal – some types of knowledge are more valuable or more difficult to share with others.
There are several ways to categorise knowledge, but for now, I refer to two broad types of knowledge known as explicit and tacit.
So you’ve started to embrace the microlearning movement eh? You’ve become intrigued by the promise of short bursts of learning that pack a mean punch. And possibly, you’ve even begun little micro-initiatives in your organisation already.
Now, whether you’re a newcomer to microlearning and are wondering about its possibilities, or if you’ve already tried a few things and are wondering what’s next – go ahead and have a look at this list of ideas, they might serve as inspiration for your next micro move.
What is true competitive advantage?
Often we see companies trying to compete on speed, efficiency, price, quality or design, but aren’t these competitive advantages that can be quickly eroded? What more in the fast-moving economies that we operate in today.
Instead, true competitive advantage is one that is enduring. It shouldn’t lie in processes, products or computers, but within people. After all, employees hold the know-how and analytical skills that enable companies to deal expertly with the needs of their customers and with other situations that are unique to the company.