It’s not hard to be overwhelmed by the wealth of content available today. Every day, we create 2.5 quintillion bytes of data 1. That’s equivalent to 10 million compact discs that when stacked, would equal the height of 4 Eiffel towers 2. But the explosion of both content and digital technology hasn’t actually increased productivity. In fact, content searches cost companies over $14,000 per worker and nearly 500 hours per worker every year 3. So how can you break through the noise? The most successful CLOs have begun harnessing the power of all learning experiences through curation, and more importantly, context. Curation and context powers learning in a variety of ways that can help you and your learners make sense of the plethora of information and reduce barriers to creating a culture of continuous learning.

1. Mastering Curation:
The Rising Role of Curation in
Learning and Development
Strategy
October 26, 2016

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Copyright © 2016 Deloitte Development LLC. All rights reserved. 4
• Act I: Content isn’t the problem anymore
• Act II: Putting curation into context
• Act III: How MasterCard curates
Today’s Agenda & Presenters
#Curation
@danij2
@toddtauber
Join the conversation on Twitter
Dani Johnson
VP, L&D Research Leader
Bersin by Deloitte, Deloitte Consulting LLP
danjohnson@deloitte.com
Todd Tauber
VP, Product Marketing
Degreed
todd@degreed.com
Matthew Mullins
Director, Global Talent Development / Org
Effectiveness
MasterCard
Matthew.Mullins@mastercard.com

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Content isn’t the problem anymore
Context is.

6. Self: workers can choose and track things of interest to themselves
Machine: algorithms in learning tech are enabled to target content for workers
Social: workers can find, access and share content with peers in and out of the org
Traditional: L&D and other SMEs curate content for the org.
We're not curating yet
How is curation enabled in your organization?
POLL #1

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Traditionally…
Information & development
moved from top to bottom
of the organization
Orgs had a
monopoly on
information and
development
Work was different –
required less innovation
and adaptation
Source: L&D Capabilities, Bersin by Deloitte / Dani Johnson 2015

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Now…
Workers often know
more than managers
or facilitators
Other options exist for
gaining information
outside of company
offerings
Innovation and process
improvement are as
important as efficiency
Information & development
moved from top to bottom
of the organization
Orgs had a
monopoly on
information and
development
Work was different –
required less innovation
and adaptation
Source: L&D Capabilities, Bersin by Deloitte / Dani Johnson 2015

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Exponential growth of information
It would take 5M
years to watch the
amount of video
crossing IP networks
monthly by 2020
>2.5M emails
per second
>1.2T Google
searches each year
Annual global
internet traffic will
pass 1 zettabyte
by the end of
2016
(1T gigabytes)
Source: Internet Live Stats www.internetlivestats.com
The Zettabyte Era – Trends and Analysis, Cisco

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Proliferation of content has led to two key challenges:
68%
34%
32%
23%
16%
12%
Overwhelming volume of information
makes it difficult to notice and keep track
of useful information
Lack of effective tools (such as search)
makes it difficult to find the most useful
information
Frequent change of information
makes it difficult to find the most
current information
Inconsistency of information formats or
sources makes it difficult to use /
comprehend new information
Dynamic nature of job roles makes it
difficult to find sufficiently targeted or
relevant information
Job roles or conditions make it
difficult to access sources of
information
1
The problem
is “context”
not “content”
2
Consistency
and
standards
badly needed
Source: The Learning Architecture: Defining Development and Enabling Continuous
Learning. Bersin by Deloitte / David Mallon and Dani Johnson May 2014

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Trends we’re seeing:
• L&D functions approach curation traditionally
• Some are enabling workers to curate their own
development
• Fewer are utilizing machines to aid with curation
(or at least recognize that they do)
• Curation role combined with other L&D roles
How’re we doing?
Portfolio
Mgt. /…
“Better enabling just
in time performance
support” -CLO
“Hyper-personalization
of learning choices;
syndicated search;
efficiency” – CLO
“Standardization of
learning, ease of
access to learning”
-CLO
“Employees more
engaged in their
development” - CLO
Source: Personal Interviews. Curation Survey, Deloitte Consulting, LLP
Corporate Learning Factbook, Bersin by Deloitte 2016

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PUTTING
CURATION
INTO
CONTEXT

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CURATE DIVERSE LEARNING OPPORTUNITIES
…WHATEVER THEY NEED, WHEREVER IT’S FROM
People learn from a lot more than content
Source: Degreed, How the Workforce Learns in 2016, 1/2016
EVERY DAY EVERY WEEK EVERY MONTH EVERY QUARTER ONCE A YEAR
SELF-DIRECTEDL&D-LED
Coaching &
mentoring
E-learning courses
Instructor-led classes Conferences &
trade shows
Web search
Peer/team
interaction
Articles & blogs
Videos
Books
Apps
Online networks
Webinars
Live networking
Online
courses
Podcasts &
audio books
Live classes (external)

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GET THE RIGHT STUFF TO THE RIGHT PEOPLE
AT THE RIGHT TIME
Context is complex

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DON’T JUST CURATE – TARGET, EMPOWER,
CONNECT AND PERSONALIZE
Curation isn’t the only path to context
Source: Degreed, Curation and Personalization Framework, 10/2016
Four ways to put people’s development into context
PROFESSIONAL
L&D
Curating
PERSONAL
Individuals
Collecting
PEER-TO-PEER
Teams
Sharing
TECHNOLOGY
Algorithms
Recommending

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SHARE THE RESPONSIBILITY WITH WORKERS,
MANAGERS AND TECHNOLOGY
Context is everyone’s job, not only yours
Source: Degreed, How the Workforce Learns in 2016, 1/2016
21%
28%
43%
47%
23%
55%
69%
L&D or HR department
Employer's LMS
Browse specific resources
Search the Internet
External network
Peers at work
Boss or mentor
Workers don’t just get guidance on learning from L&D teams and tools

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Being able to efficiently create learning
experiences without …technical skills
or additional software empowers
Mastercard’s talent development team
to create learning at the speed of the
business, saving time and money.
Mastercard VP Global Talent Development
Operations & Technology, Steve Boucher
“
Source: Degreed, Client interview, 8/2016

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Copyright © 2016 Deloitte Development LLC. All rights reserved. 18
Content is not the problem.
Context is. And curation is
only part of the solution:
1. Diversify the experiences
2. Distill the opportunities
3. Do more than just curate
4. Divide and conquer
The
TAKE-
AWAY

19. HOW
MASTERCARD
CURATES
CONTEXT

20. + Feed curiosity and
passion
+ Enable guided freedom
THE FUEL OF
CREATING
CONTEXT
“Learning is the process of turning
curiosity into action to drive
behaviors for a desired outcome”
Janice Burns,
CLO, Mastercard

21. THE ART &
SCIENCE OF
CURATION

22. CONTENT IS
KING, BUT…
ALL ARE
QUEEN
•Presentation
•Connection
•Engagement
•Experience
Design Thinking Model of Curation:

23. Building context that facilitates
curiosity and responds to shifting
business needs requires a
thoughtful process of design
thinking to enhance the user
experience of curated content.
THE
TAKE-
AWAY

24. QUESTIONS?
VISIT
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FOLLOW
@degreed
EMAIL
danjohnson@deloitte.com
todd@degreed.com
matthew.mullins@mastercard.com

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