If you don’t engage in an idea long enough, you don’t have impact on an organization, you’re not part of idea flow, you’re not part of innovation that matters.
When you give learners a picture of how they are performing, they not only gain skills, they also gain awareness and start to think of strategies of how to be impactful in a company.

The Future of Learning

Companies and individuals that give up on learning will fail. 

Technology is moving at an unparalleled pace changing the way we learn and work. Technology has pushed organizations forward to reach father, but most companies and people are overwhelmed by too much information, siloed by too little real connection, and separated by focusing on the wrong problems.  Continuous learning keeps people engaged, focuses organizations on the right problems, and connects people to think better together. Only individuals and companies that learn how to think, engage and collaborate across new diverse communication networks will survive and thrive in this new hyper-competitive economy.

The future of learning is a fusion of method and active problem solving.

Long lectures, classrooms and drinking from the traditional firehose of learning is going away. We learn methods best when that learning is fused with active problem solving. Our Lyra technology provides that fusion of learning feeds with immediate prompted action that stimulates critical and creative thinking. And the best learning is social because we think best when we engage others. Success in today’s world requires active problem solving in diverse networks. The future of learning drives the skills and behaviors to make that thinking dynamic and focused. 

Training is an outdated idea.

Training only helps until something in the system changes. But organizations today are faced with a constant barrage of change. To stay ahead of the curve of change, organizations must create learning cultures focused on agility, business objective alignment, and new ways of meeting daily challenges. Best practices quickly become outdated. Online videos don’t build real capacity or knowledge. Our world of constant change has buried traditional training.

You can learn to innovate.

In 1985, Robert Kelley of Carnegie Mellon University conducted one of the seminal innovation studies by investigating why a small number of top performers drove most of the innovation at Bell Labs. Kelley found that the top performers were characterized by their diverse social networks and active pursuit of new ideas. Kelley noted in his study of Bell Labs that educational backgrounds, IQ scores, and personality types were fairly evenly divided between the star performers and the rest of the population, leading him to believe that what we now call idea flow could be learned. At Fullbridge, we take inspiration from the work of Robert Kelley and Bell Labs. We’ve shown that the skills, habits, and behaviors of these star performers are learnable. And that the tools, measures, and learning methodologies available to us today can help us increase the rate of collaboration and thus innovation.

Human centered innovation.

Organizations have five forms of capital, but human capital is at the center of organizational value and innovation. Organizations that lead in innovation have agile people who engage in teams, explore new ideas, and find the patterns of work that shape results—whether in the best sales approaches, optimal product designs, or most efficient management processes.