Technology in learning has come a long way from just an LMS and a few authoring tools. Today, AI, AR/VR, and advanced analytics are changing the game, and learning leaders can’t afford to sit on the sidelines. But does that mean they need to be tech experts? Not exactly. What they do need is a visionary mindset—one that keeps an eye on what’s coming, embraces innovation, and brings the right people together to make smart decisions. In this conversation, we dig into what it really means to be a technology visionary in L&D and why staying ahead of the curve isn’t just nice to have—it’s essential.
Miriam:
We’ve covered a lot of territory in our series the Learning Leader As.. . We have just a few discussions left but I feel like today’s is critical. It’s a complex topic and one that can’t be ignored.
So Jerry, I appreciate you sharing your thoughts on why learning leaders need to be technology visionaries. As I thought about this topic, it seems like it wasn’t that long ago that technology in learning meant mostly thinking about a Learning Management System and a handful of popular authoring tools.
Jerry: And at the time, an LMS and Storyline or Lectora seemed like all we would ever need. Making learning experiences and delivering. Those days are long gone. Just in the past few years, augmented and virtual reality have to be in the conversation as well as all sorts of new tools for creating video and animation.
Miriam: I noticed you didn’t mention artificial intelligence.
Jerry: I think AI deserves a category of its own. AR/VR, animation software and other newer tools were incremental changes. They continue to develop, of course, but they were not sea changes. They are better versions of what was available and, in many instances, had limited use cases because of cost or complexity. Artificial Intelligence leaves no stone unturned. I truly can’t think of one part of corporate learning and development that is untouched by AI.
Miriam: Can you give some examples?
Jerry: Sure. Think about the process of creating and delivering a learning experience. AI can help assess what new learning assets need to be developed. It can assist with blueprinting or outlining, storyboarding, and the creation of alpha, beta, and final versions of a learning experience. It can write scripts and then create the content and voice-over for those scripts. AI can also personalize learning in a way that was only possible in a 1:1 setting where an instructor asked questions of a learner and then started teaching to knowledge and skills gaps. AI is getting better at identifying those gaps and delivering the knowledge or skills on a person-by-person basis.
Miriam: What about analytics?
Jerry: Great question. AI tools can capture data faster than any human and, more importantly, analyze the data to show how learners are responding to learning experiences, where improvements can be made, and how to make the next experience even better. We are just beginning down this road.
Miriam: So five years in the future, things will be very different. Or maybe this is the understatement of the year.
Jerry: I think we can all agree on that, even at the advent of AI. Almost everything in learning will be different, from the tools we use to the processes we have in place to creating learning to how we deliver it and how learners experience it. That’s why I think AI needs its own category.
Miriam: How do you navigate the challenges of implementing these new technologies? The topic for our conversation is learning leaders as technology visionaries. Does this mean every learning leader needs to be a technology expert?
Jerry: My answer might not be as clear as some would like. I think the right answer is yes and no. Yes, learning leaders need to keep a weather eye on the lookout for new technology (I may have recently watched the Pirates of the Caribbean movies with my son). In other words, learning leaders are visionaries in that they have their eyes on the horizon to see what is heading their way. I understand all the time and productivity pressures on learning leaders, especially in large corporations and organizations, but this is one task that has become essential to all leaders.
Miriam: So you’ve said yes, learning leaders need to be technology experts, but also no, they don’t. Explain.
Jerry: Some learning leaders may have very strong technology skills and experience, but I think those might be rare occasions. I am not making the argument that people in leadership roles need to be the smartest technical people on their team. But they need to identify people and teams who will be dedicated to looking for new tech. They need to make some resources available to this team in terms of both time and finances. And they need to play an active role in listening carefully to the recommendations of this group of experts.
Miriam: What are some of the roadblocks to finding and implementing new technology in organizations?
Jerry: The first is fear which leads to resistance to change. In the last few conferences of L&D leaders I’ve attended, I’ve heard the fear in conversations and in presentations. Most of the uncertainly is about job security. Will AI make my job unnecessary? That is a legitimate question, and the answer is not crystal clear at the moment. One response to fear can be to ignore the change and see what happens. The other can be to master the technology because, at the end of the day, learners are still human beings and human beings, even utilizing the coolest new AI tools, still need to be involved in the process.
Miriam: How do you foster a culture of innovation within an L&D team?
Jerry: I would strongly encourage experimentation and a “fail fast, learn fast” mentality. Pilot new technologies and approaches on a small scale before rolling them out more broadly. Foster a collaborative environment where team members can share ideas, best practices, and lessons learned. Continuous learning is essential, so we should encourage our team to stay updated on the latest trends and technologies through professional development opportunities, conferences, and industry publications. One more thing. Leaders should address any fears their team members have directly. Letting fear fester is never a good idea.
Miriam: What ethical considerations are top of mind for you as we integrate technology into our learning programs?
Jerry: AI is introducing all sorts of new ethical and even legal considerations. Where did the content come from? Who owns it? What happens to data that is entered into an AI system? Data privacy and security need to be at the top of our list. We need to ensure that learner data is protected and used responsibly. We also need to be mindful of potential biases in AI-powered tools and algorithms. It’s crucial to strive for fairness and equity in all aspects of our learning programs, ensuring that all employees have equal access and opportunity to learn and grow.
Miriam: Thank you, Jerry. It feels like this is only the beginning of this conversation.
Jerry: I completely agree. And maybe that is the most important thing, being intentional about having these conversations with your team. The visionary is not necessarily the person who knows every detail. But they are looking ahead and actively and involving others as they prepare for what is coming.
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