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Matt Donovan is the senior vice president and chief learning and innovation officer at GP Strategies. He is a recognized name in learning, bringing more than 25 years of experience crafting learner-centric solutions and leading high-impact development teams. Not only has he received a large assortment of industry awards, including being named one of Training Magazine's Top 10 International Trainers under 40, his articles are regularly published and presented at a variety of national and international conferences. In his current role, Donovan has collaboratively implemented and grown GP Strategies’ Innovation Kitchen. You will often find him presenting at global industry conferences or writing articles for industry-specific publications.In his former role as the global leader for digital learning strategies and solutions, Donovan oversaw the multifaceted team responsible for creating an extensive portfolio of engaging learning experiences employed by Fortune Global 500 companies. Many of these courses have received industry awards and recognition.Donovan joined GP Strategies in 2009 with the acquisition of Option Six. He has an M.S. in Instructional Systems Technology from Indiana University.

Matt Donovan

Creating a Culture of Innovation

Artificial intelligence (AI) tools offer almost limitless possibilities, from language translation to immersive virtual learning experiences. An AI-powered future is not theoretical; it’s our reality. This excitement has generated a lot of buzz

3 Ways AI Is Shaping the L&D Future

The People-Centric Approach: Guiding Principles for Responsible AI Use

Many corporate academies are beginning to pull in more modern learning trends. Still, their current state is generally in line with the legacy view of corporate academies, a traditional content-driven academy with 100- and 200-level content.

The Future of Corporate Academies

The Innovation Imperative for Talent Development

To create a valuable and connected learning experience, it’s important to consider the range of learning styles and roles people play in an organization throughout the learning life cycle. Identifying different types of learning moments, learners, and learning facilitators enables us to take full advantage of our assets and own the learning process.Moments of Learning NeedWe should frequently consider the resources we make available to employees during a learning experience, but the process shouldn’t end there. We need to consider the moment of need learners are encountering.The concept of “moments of learning need,” developed by Conrad Gottfredson and Bob Mosher, is a powerful learning-centric perspective that focuses on when and under what conditions a performer needs to learn something to drive a desired outcome.The moments of learning need are:Learning for the first timeLearning moreApplying and refiningAdjusting to changeReacting to failureEach of these moments has different requirements. When someone learns a concept for the first time, they build a new foundation that they can apply to get better at a pursuit. In this context, learners need the most structure and scaffolding.If adjusting to change or reacting to failure, however, they will need more performance support in real time. If they’re trying to fix or address an issue, they don’t need the same level of history and context as when learning about that subject for the first time; they just need insight on how to fix or change current performance to achieve a desired outcome.There are two emerging moments of need outside of Gottfredson and Mosher’s work that are crucial to consider.The emerging moments of learning need are:InnovatingGrowing for the next roleThese moments of need are about driving toward something new, taking original approaches, gaining insight, and expanding.As we consider these moments, we should also think about how we organize resources for different learning situations. Transposing our concept of a learner onto one of several distinct types of learning roles is useful when supporting someone throughout an entire learning experience.Expanded Learner RolesWe no longer subscribe to the traditional mindset of simply providing content that a learner consumes and then regurgitates. When we move beyond the first two learning moments—learning for the first time and learning more—to adjusting, refining, reacting, innovating, and growing, it’s critical to understand the expanded learner roles at play during different moments of learning. For instance, at different points individuals may take on these expanded learner roles:ConsumerModeratorCuratorContributorCreatorCollaboratorWhen we treat people like active participants, we expand beyond the mindset of a consumer learning experience, and instead incorporate the roles of moderator, curator, contributor, and so on.We can use an understanding of expanded learner roles and their attendant needs to apply, refine, and amplify the learning experience in innovative ways. When we identify and nurture learning moments of need and learner roles, we witness organic response to change and conflict resolution.Connected Organizational Learning RolesAnother equally important, yet often overlooked, component of a connected learning organization rests in how an organization facilitates learning and provides support throughout the learning life cycle.We can think about the following list of organizational learning roles through the lens of Robert Cross’s work on organizational network analysis, a way of thinking about how organizations become productive.We have four primary organizational learning roles:Learning connectors: People inside a business who have access to resourcesLearning bridges: Individuals who make connections across an organization or team by bringing in insights and different perspectivesCoaches and mentors: Topic specialists with an area of expertise who can help facilitate and accelerate specific projectsInformation brokers: People with access to information in a very fluid state who enable us to learn and ultimately performAll of these roles are critical for a transforming organization. It’s important that we uncover who performs these roles, identify how to nurture them, and make sure we retain them.Once we identify how the broader organizational learning ecosystem operates and contributes resources and information, learning itself will flourish without much formal intervention. This approach allows us to pull full value from our communities and make real strides toward success.

New Roles for the Connected Learning Experience

With new trends in the learning and development (LD) space every year, there is an ever-increasing demand for new ways of working and smarter ways of learning. Here are six emerging LD trends that will help you prepare for potential disruption, becom

Learning Trends for 2023: What to Expect

L&D has proven that they can solve problems differently, but the critical question is how can they do it differently well?

Rethinking Design for Sustainable Learning

GP Strategies’s annual learning trends that teams should consider in 2022 are based on what we see with our customers and partners.

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