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okay um so i'm gonna set key from a l. s. i was i was born um
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following a a serious series of events in which i
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was handed management responsibility of the international red
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cross for the learning needs of seventeen point one million people in a hundred eighty nine countries
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um one of my first insights was that the established humanitarian organisations developing
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people across the will to face the challenges we have before us
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um we're going to have trouble keeping up with the pace of change
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um in the changing landscape of learning education training and this
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is at the time when moved had come about
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um so i left and created not one but two organisations this is
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impart the story of of uh of the first one which is l. s. i. learning strategies international window
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the focus the idea was to how do we make learning
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strategic how do we move from training preparing people one
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workshop of twenty twenty five people at a time to actually tackling the challenges that the scale that the
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we're actually confronted with a weed that not on product or
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platform um but on the web where on the people
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and we pride ourselves on our having a team of sixteen people
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you can see ten faces here but they're really from everywhere
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um and in terms of the approaches we use again we tend to be
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pretty it must think about technology because it changes all the time
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and we tend to pet on using multiple lenses multiple sort of
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strands of thinking of culture of research whether that's leadership development
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organisational development ellen the h. r. yours uh of
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course uh technology so that's your so
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we bet on what where before the rest of it but we also have
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uh no s. which is um not not a platform but an approach there is a
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platform uh technology that's been invested in developed by the university of illinois called colour
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but it's really the implementation of a specific pedagogical model and in order to build this and and
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leverage it and and use it for the benefit of the organisations that we work with
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um we've parted with the geneva learning foundation and the university of illinois having that combination
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of a large academic research university a nonprofit partner which is actually the second organisation
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i started um and together we're able to
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respond and apply these capabilities to
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different contact us which can be very different from one to the next
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which require different sets of lenses and people
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better ultimately about delivering performance and understandings
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are cracking the culture of a particular work context of a particular problem
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and then figuring out what kind of learning approaches what kind of technology what kind of change
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process is actually gonna to deliver the results there are needed in a particular context
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and connecting these initiatives to each other so potential for us is there and just
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to give you sense these two numbers is actually the number of organisations
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and in the old with whom of insight in the last three years
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has engaged in or develop relationships of some kind or another
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did i let mine i know that as start up his new companies were supposed to
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sound like we have it all figured out this is some of the tough questions
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that we're wrestling with and frost partly a value of joining it initiative like this one is actually
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fig thing a betting again on the power of networks and and the power of collaboration
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um even with people who we we maybe potentially a competing with so that's
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the story where where um where we're at and really the key question for us is now how to grow
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grow from use a sort of network of capabilities something more structured more start with and how do we
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a year so it's sixteen people are not going to meet the needs of a thousand
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organisations and that's really the jobs that we're trying we're struggling with and looking for
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partners and and ways of progressing on