CHAPTER 34

Building Your Organization’s Learning Technology Ecosystem

JD Dillon

Technology is an essential part of every organization’s talent development strategy. You may be a member of a 300-person team supporting 400,000 employees dispersed around the world. Or, you may be a mighty L&D team of one supporting a 200-person business. Right-fit technology—software and hardware—plays a critical role in helping you provide the organization with the tools and resources they need to do their best work every day.

Learning technology helps L&D overcome familiar challenges in new ways. To maximize its potential and get the most value from your investment, you must be strategic in your technology selection and application practices. Even the best tools will deliver mediocre results if they’re applied incorrectly. Plus, technology is constantly changing. You must monitor and assess the impact of your technology ecosystem while keeping up with changes in the digital marketplace. Overall, building, implementing, and maintaining a right-fit learning technology ecosystem requires hard work, creativity, collaboration, and a willingness to continue developing your team’s digital skills.

The Digital Learning Mindset

The process for building a high-impact learning technology ecosystem doesn’t begin with technology. It starts with mindset. The entire organization, especially partners who influence and collaborate on technology-related decisions, must agree on the purpose and value of learning technology. A tool should not be implemented because it’s new, innovative, or successful within another organization. Instead, every component of the learning technology ecosystem must play a clear role in providing users with the required elements of a modern learning strategy.

Successful implementation of a modern learning ecosystem requires:

•  Timely, consistent, and reliable communication. Everyone needs the latest update if they are expected to be successful in their work. With the pace of workplace and social change, organizations must prioritize communication and knowledge sharing as the foundation of the modern learning ecosystem.

•  Training on core job knowledge and skills. Everyone needs effective training on the basics of their roles, as well as the knowledge and skill they’re expected to apply on a daily basis. This training must meet each individual where they are in their learning journey and help them quickly close knowledge and skills gaps so they can do their best work every day.

•  Access to on-demand performance support. Everyone needs to know how to raise their hand and ask for help when required. If they’re still new in their role and haven’t learned how to solve a problem yet or just need help overcoming a particularly challenging situation, they need a reliable place to go for performance support.

•  Persistent, actionable coaching and feedback. Everyone needs timely, actionable feedback as part of an ongoing coaching experience. This may come from managers, peers, trainers, or other designated coaches who participate in the day-to-day work experience and can help performers identify their strengths and opportunities for development.

•  Ongoing practice and reinforcement. Everyone needs the opportunity to refine their knowledge and skills, so they are ready to apply them in the moment of need. Time must be provided (within the workflow) for practice activities that allow people to learn through application in a safe, risk-free environment.

•  Opportunities to develop and apply new skills. Everyone needs access to activities and resources that can help them prepare for the next step in their learning journey and build the knowledge and skills they need to take on future opportunities.

Every organization will apply different tools and tactics to address these core learning and development needs. Regardless of industry, audience, or strategy, a right-fit learning technology ecosystem must include the components needed to bring these activities to life.

7 Reasons to Apply Learning Technology

The marketplace is overflowing with technology options, including learning management systems (LMS), learning experience platforms (LXP), learning content management systems (LCMS), authoring tools, virtual reality (VR), augmented reality (AR), virtual classrooms, social platforms, and microlearning tools.

Every organization is unique. Therefore, the same tool may not provide everyone with the same value. Platforms are also constantly evolving. An LMS, which traditionally focuses on course management and delivery, may add LXP features, such as content curation and aggregation, thereby blurring the lines between categories and making it more difficult to find the right tool. Finally, there’s the “one platform fallacy.” No matter how big, fancy, or expensive an app may be, a single tool cannot do everything. Some organizations have shorter requirement lists and therefore can lean into one platform. However, other companies, especially those with large, distributed workforces across multiple functions, will benefit from a blended technology ecosystem that includes a range of purposefully selected tools.

A digital learning vision is critical for aligning your technology efforts. This is true whether you’re just starting to architect your technology ecosystem or looking to maximize the value of your existing tool set. This vision should not be based on specific technology categories or features. Rather, it should establish the overall purpose of your digital ecosystem. Modern learning technology can help an organization deliver a right-fit learning experience in seven ways.

The first three ideas have been key strategic pillars behind learning technology implementations for more than 20 years: speed, scale, and consistency.

•  Speed. Technology helps you move information more quickly from “those who know” to “those who need.” Work and society change faster than traditional training tactics—such as classroom sessions and on-the-job training—can accommodate. It’s simply faster to deploy an e-learning module to your audience than it is to schedule everyone to complete an instructor-led training session.

•  Scale. Technology helps you reach more people with your available resources. A classroom trainer can only facilitate so many sessions in front of so many audiences. Digital learning can be accessed via an internet-connected device whenever and wherever the learner wants. You’re no longer bound by logistical considerations, such as room size and travel schedules. One trainer can reach tens or hundreds of thousands of people via digital tools in the same amount of time required to deliver a handful of in-person sessions.

•  Consistency. Technology helps you overcome the “this is how we really do it here” problem by ensuring every person in the audience receives the exact same content. It doesn’t matter if the audience includes 100 people or 100,000 people. Technology mitigates the potentially undesirable deviations that occur whenever a person delivers a message. Everyone attends the same class, reads the same article, and watches the same video via digital means.

Our digital learning foundations, including the LMS and e-learning, were designed to address these three basic issues. However, speed, scale, and consistency are based on the digital realities of the 1990s and early 2000s. Technology has evolved exponentially over the past few decades. Mobile devices, social platforms, advanced analytics, and artificial intelligence now help us solve everyday problems. Organizations must reframe their digital learning visions to benefit from these advancements. To meet the rapidly changing needs of the modern workforce, your learning technology strategy must include four additional drivers: context, personalization, connection, and equity.

•  Context. Technology helps you move learning closer to the flow of work so it can become a seamless part of everyone’s job. What people learn is determined by their roles, but how they learn is influenced by how they work. Technology allows you to create digital experiences that fit within the day-to-day reality of the people you support. It doesn’t matter if you’re a clerk in a grocery store, a lift-truck driver in a warehouse, or a marketing manager working at home. Everyone can access the resources they need, when and where they’re needed.

•  Personalization. Technology helps you advance beyond the one-size-fits-none limitations of traditional e-learning content to deliver personalized, adaptive learning experiences. Every person has unique support needs based on their different backgrounds, experiences, and progression. Modern learning technology captures, analyzes, and applies data to deliver the right resources at the right time for each person, at the scale of your organization.

•  Connection. Technology helps you make digital learning a two-way experience. Social media and communication platforms have transformed the way we share and collaborate in our everyday lives. L&D must leverage these capabilities and provide people with greater opportunity to engage with their peers and organizations. This technology opens the door to modern learning tactics such as user-generated content, which allows the people who really know how the operation functions to contribute their insights and experiences in support of one another. This allows L&D to step out of the spotlight and focus on establishing the critical connections and channels that facilitate knowledge sharing at scale.

•  Equity. Technology helps you provide the right learning and development experience for every person you support. However, this does not mean you should provide the same experience for everyone. An equal learning experience may not actually meet anyone’s specific support needs. Instead, modern technology helps you provide an equitable workplace experience by ensuring everyone has access to the training and support they need to do their best work every day.

A right-fit learning technology ecosystem should check all seven of these boxes for the entire organization. If one of these drivers is not being met, there will likely be a gap in your digital learning strategy.

How to Build a Right-Fit Learning Technology Ecosystem

Once your organization is aligned regarding the role technology should play to support learning and development, it’s time to architect your digital ecosystem. Your final design will likely include a range of tools and platforms. Some will be owned by L&D. Others will be administered by organizational partners but firmly integrated into your digital experience design. Remember—a tool doesn’t have to be categorized as a learning technology to help people solve problems and improve their skills.

The following 10-step process applies to every organization, regardless of industry, use case, scale, or existing technology setup. The ultimate goal—providing an equitable learning and support experience—is the same no matter where you work or whom you support. You’ll simply make different decisions along the way based on your organization’s specific needs.

1. Build Your Personas

Knowledge and skill requirements are based on what a person does—their title, role, and tasks. How they learn is influenced by how they work—how they spend their time, how they manage priorities, and how they access resources. This reality is overlooked in many organizations, which results in a disconnect between their learning and working experiences.

Personas align your learning experience design with the everyday realities of the people you support. While everyone in the organization is unique, personas highlight the commonalities that influence your learning strategy. Personas are also easier to manage than job titles or roles, because an organization may have hundreds or thousands of job codes. However, when the focus shifts from what people do to how they do it, there may be only a handful of distinct employee personas. For example, grocery associates and contact center agents do very different jobs, but they also share common attributes, such as limited availability for training due to persistent operational requirements.

Consider these factors when building employee personas:

•  Function. Does this persona work independently or directly with customers and products?

•  Foundation. Was this persona hired based on a unique skill set or are they being taught how to do the job?

•  Scale. Does this persona have a unique job or do many people do this kind of work?

•  Time. Does this persona control their schedule or is their workload heavily managed?

•  Location. Does this persona work in a specific location or are they distributed across many locations?

•  Access. Which devices are available to help this persona access learning and support resources?

•  Motivation. Is this persona primarily focused on building a career or meeting foundational needs?

•  Measurement. Are this persona’s performance outcomes based on subjective or objective measures?

Your learning technology ecosystem and the experiences it facilitates must align with the attributes defined within each persona. If you find that you have multiple unique personas within your workforce, you must architect a flexible ecosystem that can meet the needs of each group.

2. Clarify Your Organizational Priorities

You have to know what your organization is going to expect people to do before you can make any learning strategy or technology decisions. Job knowledge and skill requirements must align with management’s short- and long-term priorities. Once you understand your organization’s priorities, you can determine the types of learning experiences and resources people will need to guide their performance (Figure 34-1).

Collaborate with stakeholders across the organization, including operations, information technology (IT), human resources (HR), compliance, and safety to identify their priorities over the next three to five years. Ask the following series of questions to determine how talent development will be expected to enable performance related to these priorities:

•  What measurable results do you hope to achieve over the short to long term within your function?

•  How will employees be expected to change their on-the-job behaviors to help you reach these results?

•  What knowledge and skills will employees need to execute these behaviors on a regular basis?

•  What types of learning and support resources will employees need to improve their knowledge and skill in these areas?

These answers along with your employee personas will help you architect an ecosystem that can balance organizational objectives with individual employee needs.

3. Design Your Learning Experience

Now that you understand who you are supporting and what they will be expected to accomplish, it’s time to design a right-fit learning experience. This step should answer the question, “What should the development experience feel like for a person within this organization?”

The workplace learning experience must include six key components, regardless of a person’s particular role or industry:

•  Training on core job knowledge and skills

•  Timely, consistent, and reliable communication

•  Access to on-demand performance support

•  Ongoing practice and reinforcement

•  Personalized coaching and feedback

•  Opportunities to explore new skills and prepare for future work

Your learning experience design should include activities that bring these components to life in ways that fit within your audience’s workflow and align with their knowledge and skill expectations.

The example in Figure 34-2 shows how different activities are introduced into an experience design to bring the concepts to life. Then, you’ll identify the role technology should play in executing these activities based on the seven pillars of learning technology (speed, scale, consistency, context, personalization, connection, and equity). While a person may not engage directly with digital tools during every learning activity, your technology ecosystem will influence the way these solutions are made available.

4. Architect Your Technology Ecosystem

It’s time to add technology to the mix. The steps completed so far will help you determine how to plug a variety of tools into your ecosystem to execute a right-fit learning strategy. By taking a layered approach to your ecosystem architecture, you will maximize the value of your technology investments while simplifying the digital learning experience for each persona (Figure 34-3).

Data Layer

A modern learning technology ecosystem begins and ends with data. Data will play a foundational role throughout all phases of your learning strategy. It will help you deliver personalized, right-fit experiences to each person you support at the scale and pace of your organization. It will also help you measure the impact of your training programs. Therefore, you must begin your ecosystem architecture with data. Questions to ask include:

•  What data will you need to power your learning experience design?

•  What data will you need to capture within the digital learning activities?

•  What data will you need to pull from outside the learning ecosystem?

•  How will your technology ecosystem support the capture, storage, analysis, and application of data?

Answering these questions first will guide your technology selection and integration decisions throughout the process.

Capability Layer

What must your technology ecosystem be able to do? What capabilities and features will be required to bring your learning experience design to life across the organization? It’s time to make a list. But this isn’t a wish list—this layer should include digital capabilities that align directly with your persona-based learning experience design. For example, your list may include:

•  Digital content authoring

•  Mobile-first user experience

•  Adaptive content delivery

•  Social collaboration and knowledge sharing

•  Dashboard reporting and data exports

Include all necessary details to make sure your feature requirements contain everything you need to execute your digital learning vision. This layer will inform the upcoming partner selection step, as well as any requests for information (RFI) or proposals (RFP).

Digital Layer

This layer connects your required capabilities to specific digital tools. The number and selection of tools will vary based on your learning vision, experience design, and requirements list. If you support a multifaceted organization with a large collection of personas, this layer may include 10 or more tools that each serve a very specific purpose. Or it may include only two or three generalist tools if you support a small business with limited personas. Rarely will this layer include a single platform that can meet all of your learning ecosystem needs.

Attaching required digital capabilities to specific technology platforms will help you define a clear purpose for each tool. You may find that your tool set includes a variety of overlapping features and functionalities. This can get very confusing for people trying to use the tools within their workflows, because they will have a difficult time deciphering where to go for what. To preemptively address this issue, make sure each tool has a clear purpose—a reason for being included within your ecosystem—and maintain this purpose during your implementation.

Your digital layer includes your current learning systems. If you are unable to match a required capability to an existing tool, you must close these gaps in your technology stack through new procurement processes. However, before you go shopping for new apps, remember that the learning ecosystem should also include tools that are not formally owned or administered by HR or L&D. For example, your intranet may be run by the corporate operations or communications team, but it may also play a central role in your learning experience design. A platform does not have to be formally categorized as a learning technology to help people improve their performance.

Experience Layer

You’ve identified the right data. You’ve aligned your capability requirements with your digital toolkit. Now, it’s time to apply your technology stack and activate your learning experience design. Explain how people will use the selected tools to access training and support within the workflow. This layer must answer three important questions:

•  How will the persona access their digital tools? Your learning software must be easily accessible on the hardware devices used within the workflow. If the persona uses a handheld device on the job, your digital experience should be available on that handheld. If they use a laptop and their personal smartphone, the experience should be designed for use on those devices.

•  In what kinds of activities will the persona engage as part of the learning experience? Map out how your selected platforms and capabilities will bring learning and support to life. Specify the types of activities—such as virtual classroom sessions, practice simulations, or social collaboration—that will be available to a person using these tools.

•  What types of content will be made available to the persona using these digital tools? Learning technology is only as effective as the content it delivers. While the specific topics used will change over time as knowledge and skill requirements evolve, it’s important to highlight the content sources that will be accessed. For example, some audiences may leverage primarily internal, proprietary content while others access more open-source material available online.

Outline experience details for each persona within your audience, connecting the dots between your technology stack and the learning experience for each person you support.

5. Select Technology Providers

You may identify gaps in your technology stack or raise questions about your existing platforms when architecting the digital layer of your ecosystem. If you decide it’s time to make some changes or additions, this process should have already armed you with the vision needed to find the right partners. The information you’ve put together so far will also help you more effectively execute your organization’s technology procurement process.

Focusing on a laundry list of features is one of the biggest mistakes that organizations make when searching for new learning technology. When teams hunt for all-encompassing tools that can do everything they may possibly need, they’ll fail to identify the right tools that can provide value-add capabilities.

Avoid submitting RFIs and RFPs that include every feature you’ve ever heard about (plus the kitchen sink). Instead, challenge your technology providers to demonstrate how they can bring your learning experience to life. Match their digital capabilities to your ecosystem design and determine which personas may derive value from their products and services.

In addition to functionality and the related learning experience, consider the following factors when selecting technology providers:

•  Impact. Does their technology drive measurable results for their customers? The features may seem impressive during demonstrations, but the outcomes they help organizations achieve are much more important and will help you justify the investment.

•  References. Go beyond case studies and speak directly with professional peers who use the same technology within their organizations. Get a real sense of what it’s like to work with the provider and their tools on a daily basis.

•  Support. Learning technology is more than a place people go to complete online training once in a while. It is a business critical application within a modern workplace ecosystem. Therefore, your providers must offer easy-to-use reference materials for do-it-yourself problems along with reliable technical support—including the option to speak with a person—when you have to escalate an issue.

•  Security. Your technology decisions will affect the organization’s entire digital infrastructure. Therefore, IT must play a major role in making sure providers adhere to required security and data management practices.

•  Education. A technology supplier can elevate from provider to partner by helping your team continuously advance its knowledge and skills. Look for educational offerings that go beyond the basics of how to use the tools.

•  Road map. Technology is constantly evolving, and you should look for partners that are constantly innovating and pushing the marketplace forward. Review their road map for the next 12 to 18 months to determine how your organization’s digital capabilities will grow through your partnership.

•  Total cost of ownership. Technology investment includes more than the cost of software licenses and hardware devices. Consider the total cost of ownership—including implementation, migration, training, customization, administration, maintenance, and upgrades—when making purchase decisions.

6. Establish a Governance Process

Now that you know what your ecosystem will look like moving forward, you can determine how to best administer your technology stack. Your governance process must support every stakeholder, starting with the people using the tool and including IT, compliance, management, and L&D. Make sure your guidelines address these questions:

•  Who is ultimately responsible for our systems?

•  Who will be the primary administrator of our systems?

•  To which established standards and organizational requirements must our systems adhere?

•  What are the primary risks associated with our systems?

•  Who will connect with our technology partners to solve problems and request support?

•  What is the process for monitoring system uptime and responding to unexpected system downtimes?

•  What are the service-level agreements (SLAs) with our technology partners with regards to downtimes, troubleshooting, and other issues?

•  How will system downtimes (planned and unplanned) be communicated to stakeholders?

•  What is the disaster recovery process for our systems?

•  How will our systems and related processes be documented?

•  How will data collected from and applied within our systems be stored, and what are the related retention requirements?

•  How will system upgrades be administered and communicated to stakeholders?

•  What is the process and who is responsible for making timely payments related to our systems?

•  How will system permissions be allocated and on what criteria will permissions be granted?

•  What IT resources will be necessary to implement and maintain our technology stack?

A strong governance process will do more than just keep you out of hot water. It will maximize the value of your technology ecosystem.

7. Determine Integration Strategy

Learning technology is just one part of the organization’s digital ecosystem. You must determine how your learning systems integrate with the other tools people use in their everyday work. Integration is also an important consideration within the learning ecosystem, as you will likely use more than one system to facilitate knowledge and skill development within your workforce. By moving content and data seamlessly between tools, you can create a simpler experience for your audience.

Building system integrations, such as connecting an LMS to a customer relationship management (CRM) tool, can require considerable IT resources. Even systems that include built-in integration options can require IT work to set up and maintain. Because IT resources are often limited, this can slow down or limit your ecosystem architecture. Rather than waiting for IT resources to become available, approach the concept of integration from two different perspectives (Figure 34-4):

•  Strategic integration. Systems function in isolation but are administered with purpose to simplify the user experience across multiple tools.

•  Technical integration. Systems connect through application program interfaces (APIs) and software development kits (SDKs) to blend data, content, and functionality.

Prioritize technical integrations that can be built and maintained in a timely manner and will deliver clear value to both the user and the organization. This may include considerations such as single sign-on (SSO), user provisioning, or compliance reporting. Strategically integrate any remaining systems to make it easy for people to access the right tools at the right times. For example, place links to each tool in convenient locations and consistently use the same apps for the same reasons so people understand where to go and when.

8. Implement

Your technology implementation process will vary based on the complexity of your ecosystem. Launching an organization’s first LMS is quite different from adding a new point solution to an already-established technology stack. The time and resources available to support your implementation will also heavily affect your process. That said, there are several steps you should consider including, regardless of the specific technology you’re introducing:

•  Build a cross-functional team. L&D should not launch technology in isolation. Put together a team of stakeholders—including executive sponsors, frontline management, end users, and departmental champions—who will play key roles in making the process successful.

•  Establish clear goals. Getting a tool up and running is just the first hurdle. Determine how you will measure the effectiveness of your implementation in the short- and long-term. Set milestones throughout the implementation process to keep your team on track.

•  Apply a phased approach. Introducing a new tool to an entire organization at once, regardless of size and scale, is a big lift. Unless the situation demands otherwise, apply a phased approach by launching to specific groups over time. This will spread the effort out over a longer period and allow you to learn and make adjustments along the way.

•  Make time for testing. If the new tool falters early, people may lose trust and never come back, even after the bugs are worked out. Few implementations go perfectly, but you can mitigate this risk by adding time for practical field testing throughout the implementation plan.

•  Prioritize communication. People can’t take advantage of a new tool if they don’t know it exists or why they should use it. Leverage your champions and stakeholders to help communicate the value of the new tool. Position the technology as the solution to an established workplace problem rather than something that’s important only to L&D.

•  Continue to optimize. Your initial implementation plan will likely look very different from the final process. Make room for adjustments. Hit your milestones while making ongoing improvements based on what you learn along the way.

9. Measure

Measurement must be an ongoing component of your learning technology strategy, with a focus applied to each tool within your ecosystem. As your organization evolves, you must determine how effectively your current tools are meeting its needs. How you measure the effectiveness of your technology will depend on how your ecosystem is constructed. You’ll need to capture a range of ongoing data points, including user surveys and key performance indicators related to your technology use.

Consider these six factors as you build your measurement strategy. Evaluate these factors for each individual tool as well as the ecosystem as a whole:

•  Impact. Does the tool play an essential role in enabling desired workplace change?

•  Engagement. Are people using the tool with the intended frequency?

•  Sentiment. Do people like using the tool as part of their workflow?

•  Agility. Does the tool strengthen the overall learning ecosystem?

•  Education. Does your technology partner help improve your team’s ability to support the organization?

•  Innovation. Does the tool push your digital learning strategy forward?

These factors must then be weighed against your technology investment—the total cost of ownership for your technology stack—to determine if you are deriving the desired value from your ecosystem. If a system costs more than the value it provides across these factors, you should consider making a change.

10. Iterate and Experiment

Architecting a learning ecosystem is a cycle, not a process. You may finish implementing a new tool, but your technology strategy will never be complete. The ecosystem must keep pace with your organization’s changes as well as technological innovation. This is why it’s important to build flexibility into your strategy. Focus on designing right-fit experiences for the people you support, not the tools you’re currently using to execute that experience.

Dedicate time and resources in your annual plans for ongoing experimentation. Try out new tools before it’s time to make wholesale changes. Engage your technology partners who demonstrate an ongoing commitment to innovation. Build your own learning technology road map based on your organization’s long-term strategic plans.

Keeping Pace With Technology Innovation

Ecosystems are living, breathing biological communities. They’re constantly changing and evolving to meet the needs of their inhabitants. This is why ecosystem is the perfect term to apply to learning technology strategy. It can be difficult to keep pace with digital innovation as you try to balance the nonstop demands of your role. The talent development marketplace is packed with thousands of tools, and this number just keeps growing. You need a plan for keeping up. Otherwise, you’ll quickly fall behind, and your ecosystem may begin to falter.

Here are a few tips for maintaining your digital-learning awareness:

•  Network with digital SMEs. Find knowledgeable and trustworthy professional peers who regularly curate and share technological insights. Connect with them on social media. Ask for advice as you explore your digital learning options.

•  Prioritize your technology skills. Make sure digital capabilities are at the top of your professional development list for yourself and your team members. Attend online sessions and industry events that include demonstrations of the latest technological innovations.

•  Assign a digital lead. Select a team member who has experience with or wants to learn more about digital learning. Ask them to explore new innovations and share their insights with the team as a core part of their role.

•  Experiment. Never stop playing with new toys. Designate time and resources to try out new ideas, even if they don’t seem like a perfect fit within your ecosystem architecture right now.

Final Thoughts

In the end, architecting a right-fit learning technology ecosystem is a lot like using your smartphone. You use dozens or hundreds of apps to solve problems. Some apps are integrated while others stand alone. The ones that hang around on your phone for a long time provide clear value based on their purpose. When an app isn’t providing value, you delete it and find a new one. There’s an overwhelming number of options available, so you lean on friends, peers, and tech experts for their recommendations.

By applying the approach outlined in this chapter, you can make digital learning simple, frictionless, and impactful—just like using your smartphone.

About the Author

JD Dillon became a learning and enablement expert over two decades working in operations and talent development with dynamic organizations, including Disney, Kaplan, and AMC. A respected author and speaker in the workplace learning community, JD continues to apply his passion for helping people around the world do their best work every day in his role as Axonify’s chief learning architect. JD is also the founder of LearnGeek, a workplace learning insights and advisory group. You can find JD online at axonify.com and learngeek.co or contact him directly at [email protected].

Recommended Resources

Dillon, JD. 2022. The Modern Learning Ecosystem: A New L&D Mindset for the Ever-Changing Workplace. Alexandria, VA: ATD Press.

Taylor, D. 2017. Learning Technologies in the Workplace: How to Successfully Implement Learning Technologies in Organizations. New York: Kogan Page.

“The Modern Learning Ecosystem Framework.” LearnGeek. learngeek.co/mle-framework.

Udell, C., and G. Woodill. 2019. Shock of the New: The Challenge and Promise of Emerging Learning Technologies. Alexandria, VA: ATD Press.