Showing posts with label Infinite Learners. Show all posts
Showing posts with label Infinite Learners. Show all posts

Sunday, April 4, 2021

g-f(2)195 THE BIG PICTURE OF THE DIGITAL AGE (4/4/2021), MIT SMR, Executing the CEO’s Agenda Through Targeted Learning.




Extra-condensed knowledge


Targeted learning serves as a catalyst for transformational change: to address the tricky social problems that make or break world-class strategy execution and impede CEO agendas. 
  • By fostering this type of learning, CEOs can create organizations that can navigate the tumult and chaos of the modern era and leverage approaches to learning that are truly differentiating.


Genioux knowledge fact condensed as an image


Condensed knowledge




    Category 2: The Big Picture of the Digital Age

    [genioux fact deduced or extracted from MIT SMR]

    This is a “genioux fact” fast solution.

    Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).

    Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts + Supported by research.


    Authors of the genioux fact

    Fernando Machuca


    References




    ABOUT THE AUTHORS


    James Fulton is the chief learning officer and global head of talent at financial services firm Goldman Sachs. Todd M. Warner is the founder and CEO of Like Minds Advisory. He was previously the vice president of learning at mining company BHP.


    Key “genioux facts”














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    Monday, January 11, 2021

    g-f(2)75 THE BIG PICTURE OF THE DIGITAL AGE: “Infinite Learners” to keep pace with change, incertitude and disruption, in a hypercompetitive environment


    Extra-condensed knowledge

    • g-f(2)74 THE BIG PICTURE OF THE DIGITAL AGE: Rapid change, incertitude and disruption, in a hypercompetitive environment
    • g-f(1)11 To keep pace with change and avoid disruption, business leaders must become infinite learners—those who not only enjoy learning but feel a constant need to acquire new skills
      • Learn from People, Not Classes, Whom do you know, and what can they teach you? by Reid Hoffman, Chris Yeh, and Ben Casnocha, Harvard Business Review, From the Magazine (March–April 2019), Spotlight Series / Educating the Next Generation of Leaders. 
      • To keep pace with change and avoid disruption, business leaders must become what we call infinite learners—those who not only enjoy learning but feel a constant need to acquire new skills.


    Genioux knowledge fact condensed as an image




    The “genioux facts” Knowledge Big Picture (g-f KBP) charts


    Condensed knowledge  


    Category 2: The Big Picture of the Digital Age

    [genioux fact produced, deduced or extracted from "genioux facts"]

    Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).

    Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts + Supported by a research.


    Authors of the genioux fact

    Fernando Machuca


    References




    ABOUT THE AUTHORS


    CEO ‎Genioux.com Corporation
    PhD with awarded honors in computer science in France

    Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.
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    Thursday, December 3, 2020

    g-f(1)28 The pyramid of knowledge of a “genioux fact”: From GOLD FRUITS to GOLD JUICES



    Extra-condensed knowledge

    The process that the genioux knowledge extractor follows to produce a "genioux fact" is primarily bottom-up. 
    • A visual explanation of the process is synthesized in "The pyramid of knowledge of a genioux fact". At the base of the pyramid is original knowledge.
    • Now that neuroscience research is revealing why we "forget" things and how much brains can change, we can better teach people to think.


    Genioux knowledge fact condensed as an image.




    Condensed knowledge 

    • The Knowledge of Fernando Machuca PhD. 
      • A “genioux fact” definition. A "genioux fact" is a block of knowledge, with a unique identifier, deduced or extracted from one or more knowledge containers (e.g., Articles, magazines, books, videos, “genioux facts”).
      • A "genioux fact" has four fundamental public parts:
        • A unique identifier of the "genioux fact" + a descriptive executive title of the stored knowledge. Average time of reading: About 10 seconds.
        • Extra-condensed knowledge. A concentrated juice of knowledge. Average time of reading: About 60 seconds.
        • Condensed knowledge. Pieces of fruit that contain relevant knowledge. Average time of reading: Some minutes. It depends on each one.
        • References. The complete description of all knowledge containers used to deduce or extract the "genioux fact".
      • The process that the genioux knowledge extractor follows to produce a "genioux fact" is primarily bottom-up.
        1. Select the knowledge containers.
        2. Read the knowledge containers.
        3. Extract the most relevant knowledge.
        4. Produce the "Condensed Knowledge" of the "genioux fact".
        5. Produce the "Extra-condensed Knowledge" of the genioux fact.
        6. Produce the "Title" of the "genioux fact".
      • Now that neuroscience research is revealing why we "forget" things and how much brains can change, we can better teach people to think.
      • A visual explanation of the process is synthesized in "The pyramid of knowledge of a genioux fact". At the base of the pyramid is original knowledge.
    • g-f(2)20 We have a fabulous “Unartificial” Intelligence to exploit. 
      • In Grasp: The Science Transforming How We Learn, authors Sanjay Sarma (head of Open Learning at MIT) and Luke Yoquinto (a science writer) share this optimistic view of the brain and use it to argue for a different approach to learning. 
        • Now that neuroscience research is revealing why we “forget” things, for example, we can adjust educational models to make that less likely. 
        • Now that we understand just how much brains can change, we can stop focusing on knowledge transfer and instead teach people how to think. 

    Category 1: A new, better world for everyone

    Category 2: The Big Picture of The Digital Age

    [genioux fact extracted from The Knowledge of Fernando Machuca PhD + g-f(2)20]


    Authors of the genioux fact

    Fernando Machuca


    References





    ABOUT THE AUTHORS

    Fernando Machuca is the director of "genioux facts". 

    He is an entrepreneur, researcher and professor (PhD with awarded honors in computer science in France) who has a disruptive proposal in the Digital Era to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.
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    Sunday, November 15, 2020

    g-f(1)27 Your Career in the Age of Uncertainty: The forces of change will eventually find us all


    Fuel your growth with essential knowledge


    Extra-condensed knowledge


    Your professional success hinges on recognizing signs of volatility and having the skills and fortitude to act on them.     Host Paul Michelman and author Whitney Johnson discuss the keys to managing your career in an era of constant change. 
    • As industry distinctions become less clear, company life spans shorten, and the nature of competition continually shifts beneath our feet, it has become almost impossible to manage a fully predictable career.
    • What you want is you want a skill that works across industries. But also you want to keep that skill of knowing how to learn, that willingness to disrupt yourself, to be at the bottom of a learning curve not knowing how to do something — to keep that muscle very, very strong.
    • The more expert you become within any sort of domain, that muscle starts to get flaccid.


    Genioux knowledge fact condensed as an image.


    Condensed knowledge 

    • We all understand that the lifetime contract between companies and employees expired decades ago. Today, we are faced with an ever-starker challenge: managing careers against the oxymoronic backdrop of permanent uncertainty.
      • If you look at the 500 companies that were in the S&P 500 at the beginning of the ’90s, only 70% of those were still in the S&P 500 at the end of that decade. What’s interesting is that during the 2000s, that survival rate dropped from 70% to 60%.
    • Whitney Johnson, author of the book Disrupt Yourself: Putting the Power of Disruptive Innovation to Work has been studying the relationship between disruptions in industry and what it means to us as individuals for more than 20 years.
    • What’s the upshot for individuals trying to thrive (and survive) amid all the upheaval of our digital world?
      1. Be on the lookout for signs of volatility. It’s now a career-management mandate. It’s on you to see the change before it happens. 
      2. Look for opportunities to apply your talents elsewhere within your industry — this expands your network and your breadth of experience. 
      3. Never stop developing new skills. The world as it stands lasts but for a moment. You need to change with it, or you’ll find yourself out in the cold.
    • Paul Michelman: I think we all recognize that we live in a volatile world. But just how volatile? Is this a unique moment in history, when the world really is unprecedented in its unpredictability? Or are we caught up in the moment a little too much? No. It’s real. When it comes to business, the numbers don’t lie — at least not in this case: Volatility is increasing.
    • Whitney Johnson: What’s fascinating is that we as individuals, we know how to think strategically about the products that we’re selling, the services that we’re selling, or even the businesses that we’re in — but it is often very difficult to do it for ourselves, to really think: OK, if I’m in an industry that could get disrupted, I need to also consider the possibility that I myself can get disrupted.


    Category 1: A new, better world for everyone

    [genioux fact extracted from MIT SMR]


    Authors of the genioux fact

    Fernando Machuca


    References

    How to Manage Your Career in the Age of Uncertainty, Podcast, Host Paul Michelman and author Whitney Johnson, October 01, 2019, MIT Sloan Management Review. 


    ABOUT THE AUTHORS

    Paul Michelman is editor in chief of MIT Sloan Management Review. He tweets @pmichelman. Over the course of his career Paul has worked across every form of consumer media, including books, magazines, video, audio, and all aspects of digital publishing. Prior to joining MIT SMR, Paul was editor-in-chief of Safari Books Online, where he served as principal curator of Safari’s 40,000-volume library of articles, books, videos, and digital courses, as well as its lead editorial voice. His portfolio of responsibilities spanned content strategy, acquisitions, original-content development, and guiding the customer’s editorial experience. As Harvard Business Review’s executive editor and director of new editorial products, Paul launched a suite of digital initiatives that today comprise the core of HBR’s online brand.

    Whitney Johnson is the leading thinker on driving corporate innovation through personal disruption. She cofounded Rose Park Advisors, a boutique investment firm, with Clayton Christensen, and was an "Institutional Investor"-ranked analyst for eight consecutive years, including at Merrill Lynch. She is a frequent contributor to the "Harvard Business Review," and the author of "Dare, Dream, Do: Remarkable Things Happen When You Dare to Dream" (Bibliomotion 2012). She was named a Future Thinker Finalist by Management Thinkers50 in 2013, and one of Fortune s 55 Most Influential Women on Twitter in 2014. Johnson is cofounder of the Forty Over 40 List, recognizing women who are reinventing, disrupting, and making an impact. She is represented by the New Leaf Speakers bureau, along with other key thought leaders in innovation and business.

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    Friday, November 6, 2020

    g-f(1)12 Learning for a Living: Learning at work is work, and we must make space for it


    Fuel your growth with essential knowledge


    Extra-condensed knowledge


    Calls for learning have long been common at corporate retreats, professional conferences, and similar gatherings. But with the furious pace of change that technology has brought to business and society, they have become more urgent. Leaders in every sector seem to agree: Learning is an imperative, not a cliché. Without it, careers derail and companies fail. 
    • Transformative learning does not transcend incremental learning. It lays the foundations for it. Transformative learning sets us free to envision and create a new future. 
    • Incremental learning makes us stronger as we pursue it. We might not be able to do both at the same time, but we are better off doing both over time.

    Genioux knowledge fact condensed as an image.


    Condensed knowledge 10

    1. The keynote speaker was enjoying fielding questions from a large auditorium packed to the rafters with executives, aspiring entrepreneurs, and management students. “Get ready for an age in which we are all in tech”, “whether you work in the tech industry or not.” “What’s the best way to get ready?” a woman asked. “Be great at learning,” he said without hesitation. “The moment you stop learning is the moment you begin to die.”
    2. Talented people flock to employers that promise to invest in their development whether they will stay at the company or not. And companies spend heavily on it. By one estimate, in 2018, corporate outlays on learning and development initiatives topped $200 billion.
    3. Despite the lofty statements and steep investments, however, learning at work remains complicated. People are ambivalent about it, if not outright resistant. We want to learn, but we worry that we might not like what we learn. Or that learning will cost us too much. Or that we will have to give up cherished ideas.
    4. Most organizations are not as hospitable to learning as their rhetoric suggests. In my work, I hear the same complaints over and over again: “My manager does not care about learning.” “Pressure to perform trumps our need to learn.” “We are told to celebrate failure as a learning opportunity, but I never feel that I can afford to fail.”
    5. We seldom acknowledge that learning is work — work that, paradoxically, gets harder in successful careers and organizations, where shame is most unwelcome.
    6. Learning Is Plural. The pull of habits and the push of expectations are familiar to anyone who works hard to earn others’ trust. It is not just pride or fear that keeps us stuck. It is also the shame that comes with being exposed and letting others down. The more valuable our identities and commitments are, the less space we feel we have to question them. On the contrary, we shore them up, developing ways to keep potential shame at bay, such as focusing on performance and the organization’s demands.
    7. We are all, in fact, learning every day. Most of that learning, however, is incremental, improvements that build on what we already know and do. We expand our knowledge and refine our skills in ways that strengthen our identities and commitments.
    8. Learning that broadens our expertise is valuable, but it is not enough. Incremental learning does not alter the way we see others, the world, and ourselves. Therefore, we do not just miss opportunities to accelerate that learning. We often miss learning of another kind altogether, the kind that scholars call transformative because it changes our perspectives and relationships, laying the foundations for personal growth and innovative leaps. Both kinds of learning are necessary, of course. Incremental learning helps us deliver, while transformative learning helps us develop. When we make space for the former and avoid the latter, however, frustration ensues, change stalls, and investments go to waste.
    9. Making Space. The kind of space we need for learning, and the way to make the most of that space, depends on what kind of learning we are after. For incremental learning, we need a more focused, less distracting, safer replica of our workplace — a boot camp of sorts, where we can practice the best possible way of doing things, get feedback, and try again. If we are after transformative learning, what we need is a familiar yet open frame — a playground of sorts that magnifies our habits and the culture that breeds them so that we can examine both, and imagine and try new ways of being.
    10. Most organizations promise to help their members learn, but only those that provide both kinds of spaces truly keep that promise. We value and often remain loyal to them even after we leave, because they offer “identity work spaces” where we can learn to fit in and become who we aspire to be, as well as learn what it takes to deliver and what we need to develop. In such spaces, there is focus on a broad vision and freedom to bring the vision to life in our own way. But even when organizations recognize that learning is plural and provide spaces for incremental and transformative learning, efficiency and change are not guaranteed. Ultimately, learning is practice. We need to do the work to make the most of the spaces we are given — the work of learning from experts and experience.


    Fuel your growth with essential knowledge

    Category 1: A new, better world for everyone

    [genioux fact extracted from MIT SMR]


    Authors of the genioux fact

    Fernando Machuca


    References

    Learning for a Living, Gianpiero Petriglieri, December 10, 2019, MIT Sloan Management Review, MAGAZINE WINTER 2020 ISSUE. 


    ABOUT THE AUTHORS

    Gianpiero Petriglieri (@gpetriglieri) is an associate professor of organizational behavior at INSEAD and an expert on leadership and learning in the workplace.

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    g-f(1)11 To keep pace with change and avoid disruption, business leaders must become infinite learners—those who not only enjoy learning but feel a constant need to acquire new skills

    Fuel your growth with essential knowledge


    Extra-condensed knowledge


    The emergence of a “personal learning cloud” makes it convenient and affordable for people to access new ways to learn. And that is a necessity: To keep pace with change and avoid disruption, business leaders must become what we call infinite learners—those who not only enjoy learning but feel a constant need to acquire new skills. The leaders and disrupters we meet in Silicon Valley and around the world are distinguished by the speed at which they zip up the learning curve. Regardless of age or industry, infinite learners are different from those who become terrified when suddenly required to learn something new—they find the challenge exhilarating.

    Genioux knowledge fact condensed as an image.


    Condensed knowledge 10

    1. Over the past two decades the internet has reshaped our daily lives and the world of business—so it’s not surprising that it’s transforming how companies develop talent. 
    2. Among the executives we meet, however, very little of this learning takes place in formal classes or programs, including online ones. Even as courses go virtual, executive education will struggle to keep pace if a company’s environment is constantly changing. Picking courses out of a catalog won’t provide the tools needed to adapt. We have interviewed many dozens of successful entrepreneurs and executives over the years, for our books and our podcasts, and we can’t recall any who said that an executive education class played a vital role in their success.
    3. The most successful leaders we know learn in a different way: by tapping into what we call network intelligence. 
    4. Granted, it’s usually easier to build a learning network if you’re employed by a well-known firm, have a broad existing network, or have something in your background that will incline people to respond to your request.
    5. But it’s worth the effort, given the potential of learning via one-on-one conversation. In that setting people often offer observations they might not share in a large group, online, or in writing. And because learning via conversation is driven by your questions, the lessons are delivered at your level. It also requires that you do your homework—there’s no lurking passively in the (literal or virtual) back row.
    6. Here’s another instance of the power of one-on-one learning. When Brian Chesky, a true infinite learner, was scaling up Airbnb, he sought advice from people such as Warren Buffett. “If you find the right source, you don’t have to read everything,” Chesky told the class we teach at Stanford. “I’ve had to learn to seek out the experts. I wanted to learn about safety, so I went to George Tenet, the ex-head of the CIA.”
    7. Still, the world is full of experts who lack boldface names. “Talk with other entrepreneurs, not just famous entrepreneurs,” the Dropbox cofounder Drew Houston told Reid on the Masters of Scale podcast. “Look for people who are one year, two years, five years ahead of you. You [will] learn very different and important things.”
    8. Online courses can be highly useful in some cases, especially for learning a specific technical skill (such as coding) or a managerial task (such as conducting a performance review) that’s so ubiquitous that it rarely requires customization.
    9. But it’s smart to consider formal classes to be a source, not the source, of learning. 
      • Two decades ago Bill Gates wrote, “The most meaningful way to differentiate your company from your competition, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose.” 
      • This could not be truer today—but the way we’ve been socialized to think about information and knowledge is insufficient. Our formal education system treats knowledge as a fixed asset acquired during a certain phase of life. In reality, knowledge is constantly changing, and good leaders never stop acquiring and assimilating it.
    10. In the Networked Age, every day is exam day—full of new, unpredictable challenges. Often the best way to learn how to meet them is to talk to people who have faced similar situations. All you need to do is ask.


    Fuel your growth with essential knowledge

    Category 1: A new, better world for everyone

    [genioux fact extracted from HBR]


    Authors of the genioux fact

    Fernando Machuca


    References

    Learn from People, Not Classes, Whom do you know, and what can they teach you? by Reid Hoffman, Chris Yeh, and Ben Casnocha, Harvard Business Review, From the Magazine (March–April 2019), Spotlight Series / Educating the Next Generation of Leaders. 


    ABOUT THE AUTHORS

    Reid Hoffman is a cofounder of LinkedIn and a partner at the venture capital firm Greylock Partners. He is a coauthor of Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies (Currency, 2018). (Disclosure: His podcast, Masters of Scale, is produced by WaitWhat, which is currently developing projects with HBR’s parent company, Harvard Business Publishing.)

    Chris Yeh is an entrepreneur, a writer, and a speaker. He is a coauthor of Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies (Currency, 2018) and The Alliance: Managing Talent in the Networked Age.

    Ben Casnocha is a founder and partner at Village Global, a venture capital fund. He is also an award-winning entrepreneur and bestselling coauthor, with Reid Hoffman, of The Start-up of You (Currency, 2012). He is a frequent speaker on talent management, and is a coauthor of The Alliance: Managing Talent in the Networked Age.

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