The Brand University: How to make a sustainable, successful brand


Executive Summary

The world of branding has, over a very condensed period of time, undergone a virtual and very real revolution as far as both the consumer and the employee are concerned. The challenge that companies are now facing is how to adapt effectively and efficiently to several convergent paradigm shifts. This paper reviews some of the major changes and raises questions about the implications for today’s leaders. This paper’s position is that, more than ever before, companies need to evolve into Learning Organizations1 and that instituting a company-wide Brand University can offer a compelling way to accompany such a change.

Building a successful brand is a more complex task

In today’s marketplace and, certainly, going forward, creating a sustainably successful brand has become a different and more complex task than in, even, the near past. The main factors that have brought about this shift are threefold: (1) the plethora of brands with the onslaught of new product launches; (2) the digital world (internet and mobility) with its ability to diffuse the power of traditional marketing and distribution; and (3) the latent lack of trust between the consumer and the brand, layered in with the lack of trust between employee and employer.

The consumer – certainly impacted by the economic pressures -- has pulled back from buying brands blindly. The luxury market, for example, has been distinctly hit, as there has been more scrutiny of the intrinsic value in the upscale prices. As Pam Danziger of Unity Marketing said in their 2009 study on the luxury market, "[a]ffluent consumers are redefining, reassessing and re-evaluating their lives and their lifestyles. This is happening across the culture, not just among a small segment of the affluent market and it will mean major shifts to how luxury brands can market their goods in the new economy."2

The paradigm shifts are on many levels

Yet, the phenomenon of questioning the value of brands goes much further. In the current environment, with manifold uncertainties produced by the lingering threat of terrorism, global warming and economic recession, the consumer has been re-evaluating his/her relationship with money and the purchase decision in search of greater meaning. In order to rise above the strictly functional performance of a given product, the brand will need to demonstrate its "added value", whereby the consumer finds significance in -- and identifies with – the brand’s values. And a large part of the challenge is in being able to communicate that value effectively and fluidly.

Brands have to fight through the clutter of crowded, confusing and disparate communication channels to reach an audience that no longer takes as the gospel the marketing messages. Broad and dislocated access to information – especially on price, performance and location – has empowered the consumer. With the so-called "left brain3" messaging driven to its logical extreme, the new world order belongs increasingly to the "right brain" where image, emotion and experience are privileged – if only unconsciously -- by the consumer in their purchase decision. In this context, companies need to evaluate whether their employees are tapping into their more creative and conceptual side. In his book, "A Whole New Mind 4" Dan Pink forcefully speaks to the value of a balanced mind, combining the rational and analytical components with the more imaginative, artistic sides of the brain. And such is the need inside the new organization, which could be better described as a living organism, capable of learning, growing and adapting to the new environment and demands of the marketplace. As Peter Senge said, "[i]n the long run, the only sustainable source of competitive advantage is [the] organization’s ability to learn faster than its competition."5

In search of congruency

If product excellence and innovation remain the sine qua non of leading brands, traditional Kotler-like marketing no longer carries the same weight in creating a successful brand. One could even argue that marketing, as we know it, must take a step back to re-allocate resources toward building the business the "old fashioned way," that is to say via relationship and network building, aided by the burgeoning new technologies. As written by Minter Dial on "The emphasis so often remains on the product, its performance, packaging, pricing and publicity — all part of a hardcore left brain (i.e. super rational) affair, with no room for fun or out of the box thinking. While marketing teams must continue to plot their 4 p’s, the real action is in words (i.e. accompanied by the authentic acts) that begin with an e: engagement, emotion, exchange, experience & essence. These 5 e’s come on top of the 4 p’s, not in replacement thereof."

Ecollab The Brand University The 5 E

If social media has become so powerful, it is because it is "social" before it is media. The new business environment puts a greater emphasis on the quality of the relationship and other intangibles such as humor, education and the element of surprise. A successful brand, therefore, needs to create what Carl Rogers described as congruency6 as part of a larger value system. In a company setting, this value system requires time to develop and transmit and, by extension, requires a tremendous effort of coherency. Consequently, brands need to revisit their strategies and, importantly, need to rethink how to create an appropriate company-wide culture, with the adapted processes and tools.

The employer brand

At the centre of the equation is the human being, the employee, breathing life into the product experience every living day (and not just the working days). Brands interact with the customer in many inanimate one-way and interruptive manners, through advertising, packaging and merchandising. Such mechanisms will undoubtedly remain in place, albeit evolving with the new technologies. However, the strength of a brand – and its ability to retain a sustainable loyalty – will lie in the development of a dynamic and evolutionary relationship. Brands that will succeed in the future, therefore, will need to strengthen the emotional link – and this link passes most credibly via personal relationship building, networking and interaction. The key actor then becomes the employee. As Tony Hsieh, CEO of, has said, "every employee is the brand".

And the main challenge in this context is being able to attract, select, train and empower the employee population to own, transport and transpose those values onto the end consumer experience.

The old moniker of "keeping it simple, stupid" remains pertinent, but not sufficient. The new world is radically more complex with evermore disperse, confused and crowded communication channels. A brand has to unify all its forces in the same direction in order to compete in this cluttered world. The strongest and most vibrant brands will be those that are meaningful and consistent, all the while being innovative. And there is no better vehicle to pass this message than via the employee. Some brands that have been doing an excellent job at this include Patagonia or Starbucks, while other high profile brands have actually taken to advertising their employees as their "product" (e.g. General Electric, IBM, Intel and, recently, Toyota). Whether that employee is the salesperson, beauty advisor at the department store stand, an educator for hairdressers, a customer service representative, telephone operator, or any junior employee in head office in an online chat room, the challenge is in spreading the values and galvanizing the entire organization behind the same tone of message.

Breaking down the silos

For the vast majority of companies, the notion of brand building is rudimentary and limited to the development of product (or services) and filling of orders. Even when an enterprise is aware of the need to move from selling a product/service to creating an unforgettable experience. there are many hindrances to implementing a full brand experience. The ambition is oftentimes curtailed because of budgetary restraints, a lack of know-how or internal politics where departments operate too much in silos. And the challenge is not a simple one to overcome. At its core, the corporate culture may need to be reconditioned to break down those silos and to allocate the time and resources necessary around the common uniting force: the client. And, in due recognition of the limited nature of resources, this will frequently entail what not to do as much as what is necessary to do.

In this new environment, companies need to evolve their corporate ethos and culture toward a style of management which favours collaboration intra- and, even, inter-company, to find ways to foster intradepartmental sharing of values and information, to harness the expertise and history resident in the individuals of the company via the new technologies. With the trend toward distributed workforces and the burgeoning wave of web-enabled technologies, there are opportunities – particularly for the larger multinational companies – to create blended (i.e. off- and online) networking and, equally important, blended learning environments. This suggests a host of new managerial skills and processes such as:

  • A review of the brand’s strategy and an alignment of the brand’s strategy with its deeper mission (assuming such has been appropriately defined).
  • The ability to define a corporate identity and culture, to clarify and share its values throughout the organization and to live fully by those values, i.e. to hire and fire according to these values.
  • The need for new measurement tools for the organization which recognize a truly collaborative ("web 2.0"7) spirit.
  • A re-definition of the role of the manager as a coach or a facilitator (for example, of networks)

This raises 3 important questions:

  • How to share the new brand identity – the vision – in order to get people to question outdated beliefs about what the company "is", and, ultimately, to change behaviours?
  • How to create a [worldwide] network of trainers and/or consultants able to deliver the content and tools necessary to accompany such a transition?
  • How to provide a sustainable, cost-effective presence in the countries to maintain the connection to and vibrancy of the brand’s values?

It is our conviction that one of the key methods of building a successful brand, that will have a sustainable future, is by creating a University for the Brand, an internally oriented organization which helps define those values within the enterprise. More importantly, this Brand University communicates those values via its partners and throughout the multiple channels and touchpoints toward the end consumer. The Brand University would be, by our definition, a centre of creativity, innovation and collective intelligence. However, we believe the notion needs to go much further toward building a spirit, an identity and a community united around the brand. We believe that such a university must have three central principles to help create a sustainably powerful brand.

3 principles of the Brand University

The first principle of The Brand University is that the company is genuinely dedicated to being client centric. Much lip service is paid to being client focused; however, many companies trip up under the sales pressure, overblown egos as well as a lack of means. To put the customer truly at the centre, a company needs to have the customer’s interests at heart. In order even to have access to those interests, the brand necessarily must gain the trust of that customer. As coined by Alex Mangossian8, brands need to be less concerned with building their [internal] database and more concerned with building their fan base, through a relationship founded on trust. With that trust comes the opportunities to learn together, to collaborate and share invaluable data. Given the ability for consumers to circumvent or even to twist standard corporate communications, brands must learn to get involved with the customer in ways that are credible and, in short, more human. Customer Relationship Management (CRM) must be converted from a mechanical one-way conversation into social relationship building.

The second principle of The Brand University is that the strength of the brand resides in the human element. Employees up and down the age scale are increasingly seeking—above just straight compensation—greater meaning from their place of employment. It is well known that employee satisfaction can come from learning, providing instruction for purposes increased effectiveness and a degree of motivation. However, greater fulfilment can come from working in an ongoing learning environment. Well beyond one-time, off-site trainings, a learning environment implies more a shared state of mind. And, the coincidence is that companies need also to convert themselves into learning organizations in order better to capture the history and knowledge that resides in its human bank. A Learning Organisation is one in which the internal team is committed to a constructive and systemic approach of sharing and learning in the pursuit of a positive economic result. Importantly, the entire organisation must be involved and, fundamentally, the ‘corporate’ strategy, if not culture, must involve and encourage experimentation, learning and the "right to err". As said by Pedler et al, "[t]he Learning Company is a vision of what might be possible. It is not brought about simply by training individuals; it can only happen as a result of learning at the whole organization level. A Learning Company is an organization that facilitates the learning of all its members and continuously transforms itself."9

The third principle, in line with the generally accepted definition of the Learning Organisation, is that the Brand University must become a project-wide undertaking, not limited to the sales force or the other branches directly in touch with the end customer. Not only does the CEO need to be the brand’s biggest and best spokesperson, all departments need to be aligned behind the same values and messages. We believe that The Brand University concept, that seeks to propagate the brand’s values and systems throughout the brand and all the subsidiaries, starting with the sales branch, is the most comprehensive and organic process, adapted to the modern challenge of multinational brands. The undertaking of a true Brand University for a major brand is as yet unprecedented on an international stage. While there are many corporate universities in existence, they tend to focus on competence acquisition or sales training. The Brand University, as the basis of a vibrant learning organization, remains untested in the field in its fullest measure. And for companies with a portfolio of brands to manage, the further challenge is creating an all-encompassing company-wide sales university without compromising or effacing the differences resident in each of the brands.

How does such a university become reality?

The very first step is critical: to establish that the company is ready and willing to evolve, with buy-in from top management. As is so often the case, top management must lead by example. Moreover, the allocation of resources is systematically a top-down decision belonging to the C-suite. In order to avoid creating an empty concept, the starting point has to be operational, and close to one of the organization's nerve centres. This will allow the creation of a community of practice10. The idea here is not a Corporate University, more often devoted to the development or the recognition of some Happy Few, but a real Brand University. This, by bringing together the various communities of practice, creates relationships, bonding the different stakeholders while embracing Brand values and thus creating a sense and pride of belonging. When it comes down to it, staff members are the first to create a positive energy around their Brand. And they are the first to share, contagiously, their enthusiasm, their confidence, and their pride in the products or services promoted by their Brand.

The Brand University is a real or virtual space in which staff can share codes, symbols, habits, behaviour, and language, and gain from cultural, generational, or even hierarchical diversity. It is a forum for the shared ideas, values, and especially the vision which are the bases of any "human company". A Brand University will thrive if the initial impulse is accompanied by the boundless capacity to encourage innovation, the sole guarantor of future value. Today, more than ever, innovation cannot come solely from R&D locked away in a laboratory, or from brand management pirouetting in its headquarters, but must instead be encouraged, sought after, supported, and recognised within all levels of an organisation. To return to the metaphor of a living organism, the survival of the organisation depends on a developmental intelligence and having adaptation skills built into every living cell.

From this perspective, the initial "community of practice", as the starting point of the Brand University, allows us to come back to the fundamental professions associated with the common goal of production, whatever the industry. Organisations operate with increasingly complex structures. Multi-national companies create matrix hierarchies, cross-departmental projects, indispensable yet potentially stultifying rules, and seek economies of scale that can kill off good ideas before they get off the ground. In this world of ever more complex organisations, a return to the basics and the lowest common professional denominator is the best way to put the horse back before the cart and give a new impulse and energy to move forward. At the granular level, individuals are faced with the fragmentation of tasks and the emergence of often-misunderstood virtual tools (whose adoption is resisted). Combined with a fear of change, individuals experience isolation, stress, discouragement and disorientation. In this context, regaining confidence in "knowing what you know, doing what you do" and sharing it with others across professional and language barriers, are a source of enrichment and empowerment. Such empowerment gives back to employees the feeling of working together, pride in belonging, and peer recognition, all of which help lead to a renewed hope that difficulties can be overcome by individual initiative and collective mobilisation as well as a commitment to the values which bring them together: The Brand.

The Brand University should be a space in which everyone, whatever their position in the company, not only accepts change, but become actors who create change. They can experiment with new perspectives, open themselves up to new ideas, cut through traditional hierarchies or divisions to create new relationships, and act and talk differently in order to try out new ideas on a neutral terrain. The goal of The Brand University is to capitalise on shared knowledge and passion to find ideas that will, in the future, contribute to the organisation of the company, and especially to test how these discoveries can be implemented and integrated to become the new Business as Usual.


1 A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Pedler, M., Burgogyne, J. and Boydell, T. 1997. The Learning Company: A strategy for sustainable development. 2nd Ed. London; McGraw-Hill.

2 Unity Marketing, run by Pamela Danziger, is a boutique market research firm specializing in consumer insights for marketers and retailers.

3 The idea of left and right sides of the brain is a misnomer as it is far too reductive. For purposes of this paper, we use the "left brain" term to be associated with rational, analytical thought, while the "right brain" is associated with abstract, creative thought.

4 Daniel Pink, "A Whole New Mind: Moving from the Information Age to the Conceptual Age," (NY, NY: Penguin, 2005).

5 Peter M. Senge, "The Fifth Discipline, The Art and Practice of the Learning Organization." (NY, NY: Doubleday, 2000). The quotation was paraphrased by Senge from a statement made by Arie de Geus, Head of Planning of Royal Dutch/Shell, p8.

6 As described by Carl Rogers (in On Becoming a Person: A Therapist's View of Psychotherapy. London: Constable, 1961), congruency for the individual can be applied to the brand, whereby a fully congruent brand realizes its potential without compromising a positive experience. The brand – and the individuals within – can remain authentic and genuine in pursuit of the brand’s objectives.

7 The term "Web 2.0" is commonly associated with web applications that facilitate interactive information sharing, interoperability, user-centered design, and collaboration (such as user-generated content) on the World Wide Web.

8 Alex Mangossian, CEO of Heritage House Publishing, Inc. Author of and Taken from the Podcast "Smartest thing you can do in 2010".

9 M. Pedler, J. Burgoyne & T. Boydell, The Learning Company. A Strategy for Sustainable Development, Mc Graw-Hill, 1997

10 A "community of practice" is a group of people who share an interest, concern or passion and who interact together in an effort to build a collective intelligence and learn how to do their activity better.


Minter Dial Ecollab ContributeurMinter Dial is a Professional speaker, coach & consultant on Branding and Digital Marketing. After a long and successful international career at L’Oreal, he created TheMyndset Company to help senior management teams to adapt to the new exigencies of the web-enabled marketplace.  Minter has worked with world-class organizations to help them – and their executive teams — improve their digital literacy and catalyze a change in mindset, necessary to adopt the new digital landscape.


Minter combines years of senior multi-cultural leadership experience, management of Redken (US #1 salon professional brand) around the world and a deep involvement in the Internet.  In the 1990s, he was a pioneer, creating L’Oreal’s first ever professional web site.  With this experience, Minter helps brands to capitalize on the digital opportunities by providing proven methods to drive the mindset change necessary to make a digital strategy succeed.



Eric Mellet Ecollab ContributeurBuilding on a wealth of experience in sales and sales management in France, Eric Mellet took on wider responsibilities as European Zone Director for the launch of the Redken NYC 5th Avenue and Matrix brands. 

Today, he is the Sales & Education Development & Training Director for the L'Oréal's Professional Products Division (L'Oréal's B2B2C structure). He created the Matrix Sales University in 2005, followed more recently by the L'Oréal Sales Academy, with the aim of professionalizing sales teams and organizations, and to support the management of a change to an ever more client-centric model.



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  The latest feedback shows that the contribution remains the question mark as to the implementation and success of an enterprise social network! Today, a rate of 20-25% of...

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Stories.jason Green   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Our relationship with technology is changing the ways we live and work. We connect digitally with our mobile devices, social networking tools, and various computer...

The knowledge-bubble trap worsens

Stories.nick Milton   Entreprise Collaborative   Ecollab Contributeurnsp 350

  I posted a while back about the way we tend to create knowledge silos in social media, giving the example below of knowledge related to BP during...

Who needs training again ?

Stories.charles Jennings   Entreprise Collaborative   Ecollab Contributeurnsp 350

  At some point in time I am sure we’ve all found ourselves with an answer staring us in the face, but we just haven’t managed...

Find Where Social Learning Will Work at Your Company

Stories.entreprise Collaborative   Ecollab   Find Where Social Learning Will Work F1nsp 350

  If you haven't been hiding under a rock on the edge of Antarctica for the past few years, you've probably heard of social learning. If you've...

Learning vs Development

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  Is there a difference between learning and development? I ruminated over this question for a number of years as a Learning & Development professional, but without...

Social CRM and business transformation

Mark%20tamis%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Forget all this talk about “Social Business”, “Social Enterprise”, “Social Organization”, “Social XYZ” – your business already is “Social” because by its very nature it...

Is Collaboration a Crock ?

Stories.articles.thierry De Baillon   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Let us face it; we, as humans, are selfish, individualists, and undoubtedly clinging to any privileges associated with power. Goodwill and sharing among peers follow Nielsen’s...

Enterprise 2.0 - French Touch (white paper)


  When we think of about "Enterprise 2.0" since 2006, the year that Andrew McAfee coined the term, we see that there has been considerable experience...

Moving from the Learning to the Teaching Enterprise

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    In a recent post published on the Harvard blog, Bill Taylor notices the rise of the Teaching Organization, as an evolutionary step of the Learning...

Formaliser l’apprentissage informel : Consulting et Bene Gesserit

Stories.articles.benegesseritnsp 350

No translation available    Pouvons nous formaliser l’apprentissage informel ?  Je vais donner mon point de vue en faisant un petit détour par le cycle de Dune...

Collaborative training departments

Tom%20haskins%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  It's likely that new start-ups in the coming decade will be intensely collaborative, but initially small and without training departments. Established organizations, large enough to...

Social Networking: Bridging Formal and Informal Learning

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  There’s been much justifiable excitement about social media recently; are you on top of it?  The recognition that learning is 80% informal suggests that we...

Joining Is Important to Social Learning

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  Ever sign up for a gym membership and not really use it that much?  I know… I know this probably hasn’t happened to you.  But,...

In order to join, you need a social identity, and you need a space

Dennis%20callahan%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur%20copie

  I’m still thinking about the concept of joining since I wrote my post last week Joining is Important to Social Learning. Other people have been thinking...

Le département de la formation survivra-t-il à l’entreprise collaborative ou 2.0 ?

Stories.articles.formationnsp 350

 No translation available   La formation est importante pour le fonctionnement et le développement d’une entreprise car sa mission est de développer les compétences qui lui sont...

7 objections to social media in learning (and answers) Media Worldnsp 350

  Social media, I’m a fan. I blog, facebook and tweet daily, and love all of the additional resources and tools. But when an important social...

Where Social Learning Thrives

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  To benefit from social learning, build a culture that makes learning fun, productive and commonplace, a culture where learning is part of everyday work. Marcia Conner and Steve...

Social media learning principles

Entreprise%20collaborative%20 %20social%20media%20learning%20principles

    At the LAMS European conference I gave a talk in which I explored what we know about learning, and what I've deduced about social media. My conclusion...

Stupendous bronze and the man who didn’t win the National

Dave%20ferguson%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    Collaborative Enterprise’s blog carnival this month looks at formalizing the informal – are there ways to deliberately harness social media to foster learning without losing the...

L'avenir de la formation dans l'Entreprise Collaborative

Anthony%20poncier%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

 No translation available   Pour ce premier thème sur la formation dans l’entreprise, je vais aborder deux points qui me semblent importants, notamment pour les grandes entreprises...

Knowledge: Cheshire or Schrödinger’s cat ?

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  Much has been told and written about the capital importance of knowledge in organizations, and the rise of networks-enabled enterprise emphasizes even more the role...

Knowledge, From Productivity Source to Critical Component

Thierry%20de%20baillon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Productivity: The amount of output per unit of input (labor, equipment, and capital). Enterprise has for long understood, and applied, that training and education are an important part of its hunt for competitive advantages. ...

Examples of Facilitating Collaborative Work and Learning

Stories.articles.michael Glazer   Entreprise Collaborative   Ecollab Contributeurnsp 350

  The nature of my work has changed significantly over the past few years. Some of the change is due to advances in technology while others...

The Future of the Training Department

Mark%20tamis%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  In my previous role at BEA Systems/Oracle, I created and managed a Professional Services business unit for training clients on the implementation of Enterprise Portals...

social learning: learning never ends

  a video from LAB SSJ    

The future of the training department in the Collaborative Enterprise

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      The latter 20th Century was the golden era of the training department. Before the 20th Century, training per se did not exist outside the special...

LMS is no longer the centre of the universe


  OK, so here’s the deal – if learning is work and work is learning, why is organizational learning controlled by a learning management systems (LMS)...

Formalizing the informal

Stories.articles.ecollab2   Social Learning Blog Carnivalnsp 350

  Ecollab will discuss Informal Learning. Can we formalize it? Can we Should we? How much? How?   This is our own response, originally written by Harold Jarche and Jane Hart:   If informal...

The Evolving Social Organization

Stories.articles.thierry De Baillon   Entreprise Collaborative   Ecollab Contributeurnsp 350

    Simplicity and the Enterprise Most companies start simple, with a few people gathering together around an idea. For small companies, decision-making, task assignments and direct interaction...

Informal Learning: mission critical

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    When Canadian soldiers in Afghanistan return from patrol, they spend time relaxing together in small, tightly-knit groups and tell stories about the mission. There is...

The Community Manager: enabling knowledge flows

Stories.articles.entreprise Collaborative   Le Community Manager Activer Les Flux De Savoirnsp 350

  With digital media becoming embedded in our lives, many of us will be connected to several online communities at any given time.  The Web enables...

Formalized informal learning: a blend we don’t need

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    Telling people that we can “formalize informal learning” is a not so subtle way of saying, “it’s OK, you don’t have to make any fundamental...

Innovation through network learning

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  Innovation I’ve really appreciated the many posts where Tim Kastelle and I have connected by sharing ideas. Tim says that innovation is the process of idea management, which makes...

Resetting learning and work


  A large portion of the workforce face significant barriers to being autonomous learners on the job. From early on we are told to look to...

Social learning: the freedom to act and cooperate with others 394 Statusquonsp 350

  “Hyperlinks subvert hierarchy“ - Article #7 of The Cluetrain Manifesto, 1999. The Net, especially working and learning in networks, subverts many of the hierarchies we have developed...

Social Learning is real

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    Once again, I’m learning from my colleagues, as yesterday I realized how important self-direction is in enabling social learning. Now I’m picking up on Jay’s post on Social...

An interview with Jay Cross, the author of Informal Learning

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  Jay Cross, Chief Scientist at the Internet Time Group, is the author of Informal Learning: Rediscovering the natural pathways that inspire innovation and performance, which was...

Social Learning and Customer Engagement

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      One of the approaches to improving Customer Engagement and Experiences I’d like to explore is the potential to include customers, partners and suppliers in the Social...

LearnTrends 2009: The corporate learning trends and innovations conférence

Stories.learntrends2nsp 350

        From 17 to 19 November 2009 will take place one of the most important conferences devoted to trends and innovation in corporate learning. The theme of...

How to formalise Informal Learning


In my last post, I asked some questions about formalising informal learning. And answered them. If: you understand that formalising informal learning will have organisation-wide consequences you use...

The Collaboration Cycle

Stories.collabcyclensp 350

  In a previous instalment entitled “The Collaboration Curve”, I discussed the basic premise that over a period of time and as the use of collaboration...

Can we formalise Informal Learning

Stories.ecollab Blooms Taxonomy Posternsp 350

  Ecollab ask the question for their blog carnival: Informal learning - can we formalise it? Should we? How much? How?   1. Can we? Is it practical? Any...

To Really Drive Enterprise 2.0 Forward We Need A Behaviour Change

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  At the beginning of the year, on January 2 in fact, I wrote about reciprocity. My hopes were that we’d begin using the behavior of reciprocity...

Informal Learning: Can we formalize it ?

Christiana%20houck%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Formalizing informal learning is my research topic for writing class. It may very well be the foundation of my dissertation! Recently I posted the mind...

Impact of Informal Learning: Output learning

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  How do you assess whether your informal learning, social learning, continuous learning and performance support initiatives have the desired impact or if they achieve the...

Apprenance en réseau : Entre formel et informel

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No translation available Pour Thierry de Baillon, je cite «  il est de plus en plus illusoire de vouloir considérer le savoir comme étant soit informel, soit...

From the silo enterprise to the networked enterprise

Stories.cecil Dijoux   Entreprise Collaborative   Ecollab Contributeurnsp 350

  When an innovation emerges, there always are two steps. The first one consists in integrating the innovation in the way we work. The second one...

Creating Value from Social Learning

Stories.articles.entreprise Collaborative   Creating Value From Social Learningnsp 350

  Social learning — namely, the use of social media in the workplace to foster learning, collaboration, networking, knowledge sharing, and communications — has taken on...

L'avenir de la formation et Mars

Stories.articles.marsnsp 350

 No translation available   Depuis plusieurs années, Mars a suscité l'intérêt des chercheurs. Des robots sont envoyés sur cette planète pour détecter des signes de vie et...

Social Learning, Social Media: Brothers in Arms

Craig%20weiss%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    Is it me or does it seem that most vendors in the LMS/LCMS market still believe that with some smoke and mirrors, you won’t realize...

Social Learning: Take Me To Your Experts

David%20mallon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Quick Question:  How easy is it to find another employee in your organization with a specific expertise?  Let me ask the question again another way:...

Social Learning, Collaboration, and Team Identity

Stories.articles.larry Irons   Entreprise Collaborative   Ecollab Contributeur Copiensp 350

  Harold Jarche recently offered a framework for social learning in the enterprise to outline how the concept of social learning relates to the large-scale changes facing organizations...

Learning to Learn in the modern Enterprise

Stories.articles.collaborative Enterprise Learning To Learn In The Modern Enterprisensp 350

  The last few days in Hong Kong have been incredible -- I saw some great sights, participated in some interesting activities and backed all of...

The Lean IT applied to the e-learning

Stories.niconsp 350

  The Social Learning is based on the sharing of knowledge between each individual people. Everyone can bring something into the knowledge pool of its colleagues. The fixed...

Gossip, Collaboration, and Performance in Distributed Teams

Stories.water Cooler Uidnsp 350

  What do you think the typical manager might say if you told them their employees don't gossip and engage one another enough in social interaction...

What constitutes a Social Learning Culture?

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  I've often thought of social learning as a very culture dependent phenomenon. A few weeks back I read an interesting article by Thierry de Baillon, his...

At the Corner of Assertiveness & Cooperation: Collaboration

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  What do we meet at the corner of Assertiveness and Cooperation? The Thomas-Kilmann assessment suggests that it's Collaboration. Their assessment, which is the basis for many others, explores different...

From Competition to Cocreation - and Back Sometimes

Stories.michelle James   Entreprise Collaborative   Ecollabnsp 350

  How do you approach working with others? What is your resonant mode? Here's my two cents: Competition - "I win if you lose." Cooperation - "I will agree...

Why Best Practices Don't Work for Knowledge Work

Stories.luis Suarez   Entreprise Collaborative   Contributeurnsp 350

  I don’t recall having put together a blog post over here on the specific topic of capturing "Best Practices"; so after reading last Friday’s blog...

The Collaborative Curve

Stories.collabcurvensp 350

  Now that I’m on a mission to merge the terms Social Business and Enterprise 2.0 and rephrase asCollaboration, I thought it would be a good...

Formalizing the Informal: Been there, done that

Donald%20clark%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  @Ecollab asks, “Can we formalize informal learning ?” My answer, “We've been there, done that.” Except for perhaps compliance learning programs, formal learning processes are...

Learning to formalize informal learning

Tom%20haskins%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    When we don't already know how to formalize informal learning, there's a lot to learn. We can welcome the challenge if the process of learning...

From Social Media to Social Business: The social learning as missing link

Thierry%20de%20baillon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  I am often puzzled by the way organizations and agencies tackle social media, as if conversational marketing and Enterprise 2.0 were living in separate worlds,...

The Real Secret to Social Learning Success

Stories.entreprise Collaborative   The Real Secret Of Social Learning Succesnsp 350

      For years training and development departments have struggled to compile the data they need to show value to their organizations. However, we will find ourselves...