Traditionally, management implements learning in formalized fashions--in a classroom, in a mentoring role, through a book. When learning occurs away from work, we know that individuals only absorb a small percentage of the content. Some information may be stored and recalled for later use, but much of the content is lost immediately after the learning event.

When moving from formal to informal learning, management must also reconsider how it evaluates learning. In traditional learning events, success is measured by participation and learner satisfaction. In a contextualized learning environment, management must consider new methods for evaluating ROI, as it will be more difficult to measure these learning experiences as discreet events that generate standardized business value.

When management begins to think about learning as a part of work flow, they will begin to consider new options for governance and management of these business responsibilities, and this will result in greater value realized by the organization.

When management begins to think about learning as a part of work flow, they will begin to consider new options for governance and management of these business responsibilities, and this will result in greater value realized by the organization.

Design and delivery
Today's instructional design places a focus on making more content available. However, implementing the future of learning requires adapted design and delivery that expands instruction to include more focus on learning that anticipates knowledge gaps, is embedded in work and centered on the learner.

Focusing on both proximity and relevancy will also move the design and delivery of learning from an emphasis on topics to an emphasis on tasks. In a task-based program, learning provides performance support rather than a formal event with a test.

Traditional learning looks at specific topics. A company might hold seminars on time management, sales techniques or management approaches. Conversely, a task-based paradigm considers what task the individual performs when she needs learning the most--again, asking the question, "What work are you doing?" and "What do you need help with now?"

Technology
Thousands of companies already use technology that can quickly and easily be adapted for learning. Intranets, instant messenger programs, email, cell phones, PDAs, portals, directories and other programs and devices are just a few of the technologies employees already use on a daily basis. These tools can enhance person to person interaction and create a pervasive learning environment that supports a vibrant learning culture.

Culture
To make a truly strategic change, companies must reexamine at how they think about learning and foster the organizational culture accordingly.

Learning may be redefined to include anytime access to key subject matter experts, as well as having "just-in-time" information via any workplace device, including hand-held devices. Companies should ask how they can foster an environment that encourages the sharing of knowledge, best practices and critical information.

Moreover, companies should understand the geographic, language and cultural challenges that may exist when implementing a new learning program. Contextualized content also means understanding the environment in which individuals work.

Where does all of this leave our sales manager?

His work-flow and job-aligned learning options might expand to include a) notifications from his PDA with the most up to date information while in the field; b) instant messaging with subject matter experts on the retail industry while preparing a presentation; c) access to best practices on the company Intranet; and d) all of the above and more.

In the future, employees will be equipped for the unexpected as the on-demand enterprise develops a perpetual state of readiness for a changing market environment. The on-demand enterprise will not only have access to talented people, but accelerate the development of that talent within the company, ensuring consistent access to highly motivated and productive people who contribute to the greater good of the organization.

Steve Rae is a vice president of services for IBM Learning Solutions. Tony O'Driscoll is a learning strategist, and a member of IBM's Center for Advanced Learning where he is responsible for driving innovation in learning to achieve IBM's strategic objectives. Learning Solutions is a business organization in IBM working with customers to develop innovative solutions that address the growing need for improving human performance through technology.

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