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Brian Gold is head of learning and organizational development at Gallagher, an insurance brokerage, risk management, and HR consulting company.

Brian Gold

What to Do About Skewed Perceptions?

Brian O. Underhill, Ph.D. is an industry-recognized expert in the design and management of worldwide executive coaching implementations. Brian is the author of "Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders." He is the Founder of CoachSource, the world's largest executive-coaching provider, with over 1,100 coaches in 100+ countries, and the Alexcel Group. Additionally, he previously spent 8 years managing executive coaching operations for Marshall Goldsmith. Brian’s executive coaching work has successfully focused on helping clients achieve positive, measurable, long-term change in leadership behavior. He has also helped pioneer the use of “mini-surveys”—a unique measurement tool to help impact behavioral change over time. He is an internationally sought-after speaker, addressing The Conference Board, ICF, Linkage, and regional coaching events.

Brian Underhill

The Silver TsunamiHere's a sobering statistic that should keep every C-suite executive awake at night: 10,000 baby boomers are retiring every day in the US alone. That's not just people walking out the door, it's decades of institutional knowledge and hard-earned expertise evaporating into thin air.This Silver Tsunami isn't a distant threat. It's here, swirling around us right now. APQC’s recent survey of 1,000 knowledge management (KM) professionals across industries revealed that 51 percent of the enterprise workforce will retire or leave within five years. That’s half the organizational brain trust. Gone.The Boiling FrogRemember the parable of the boiling frog? The creature doesn't notice the water heating up gradually until it's too late to jump out. That's exactly what's happening to businesses today. While 58 percent of C-level executives and 51 percent of board members express concern about knowledge loss from departing retirees, the response has been glacially slow.The most damning finding? A staggering 92 percent of organizations don't capture knowledge on a regular basis. They are literally watching their competitive advantage walk out the door, day after day.Quill and PapyrusThe few companies attempting knowledge capture are stuck in the Stone Age. The survey revealed that 53 percent still rely on manual capture and documentation methods—essentially digital versions of quill and papyrus. Picture this: 30 percent of organizations wait until employees are literally heading for the exit door to capture their knowledge. Another 23 percent conduct last-minute elicitation interviews, which are typically rushed and shallow. Even worse, 37 percent depend on informal people-to-people transfers.These antiquated approaches are neither scalable nor sustainable—they're business malpractice.AI: Opportunity and ProblemEnter AI—both the solution and the problem rolled into one disruptive package. The opportunity is enormous: AI can automate knowledge capture, analyze patterns in expert decision-making, and create searchable repositories of institutional wisdom at unprecedented speed and scale.But here's the rub—the survey found that nine in 10 of respondents aren't leveraging AI to automate KM. And there's a reason: trust. Organizations are terrified of AI-generated answers that could be incorrect or non-compliant. It's a classic catch-22: the technology that could solve the knowledge crisis is paralyzed by accuracy concerns. No wonder 95 percent of AI pilots are failing to deliver business ROI, according to recent MIT research.KM and AI: BFFs for Business ValueAI automates knowledge management, and knowledge management makes AI trustworthy. This symbiotic relationship works because robust content management practices ensure AI has clean, accurate, well-governed data to work with. Meanwhile, AI handles the heavy lifting of knowledge automation to speed up the entire knowledge capture, retention, publishing, and optimization process.BFFs in ActioneGain’s Fortune 500 and Global 1000 clients are already striking gold with the combined power of AI and knowledge management:A global financial services corporation enhanced first contact resolution rates by 36 percent and cut onboarding duration by 40 percent through AI-powered knowledge platforms.A leading utility eliminated knowledge silos and sped up knowledge creation 10X while improving search success 6X.A fast-growing SaaS enterprise boosted contact center representative confidence by 60 percent and self-help utilization by 30 percent.A major federal government department serving 25 million citizens saw their Forrester CX Index ranking rise by a third in a single year.A massive federal agency redirected 70 percent of inbound calls to AI-enabled virtual support while slashing case resolution time by 25 percent.These aren't incremental improvements—they're transformational results that land these organizations in the elite 5 percent of companies succeeding with AI.Beat the Clock (and the Competition)!Your experts are retiring. The clock is ticking. Every day you delay implementing AI-enabled knowledge capture is another day of irreplaceable expertise walking out your door forever.Organizations that act now to leverage the power of AI and KM will emerge as the winners. They'll turn the knowledge exodus into a knowledge edge, transforming the Silver Tsunami from an existential threat into a competitive advantage.The question isn't whether you can afford to invest in AI-enabled knowledge capture and retention. The question is whether you can afford not to. Because in today’s knowledge-centered economy, there are no participation trophies—only winners and losers.The tsunami is here. Will you surf it or be swept away by it?

Strike Gold in the Silver Tsunami With AI-Enabled Knowledge Retention

Co-founder and CEO of Endurance Learning Brian Washburn joins us to discuss his book, What's Your Formula? Brian divulges the secrets to mixing up a good learning design and strategy as well as what you should do if you create an explosion.

Brian Washburn on his Formula for Impactful Learning

Winter 2017 - CTDO Magazine

Debate: What Good Are Performance Reviews?

Drawing on cognitive psychology and learning sciences, this book debunks common myths, misconceptions, and assumptions about good learning design to help you avoid wasting time and resources.

Millennials, Goldfish & Other Training Misconceptions

L&D teams have an increasingly important role to play when it comes to supporting DE&I goals. We hope these four expert tips help you build a more-inclusive L&D culture at your workplace.

Diversity in Learning: 4 Tips for Building an Inclusive L&D Culture

The year 2007 represents a watershed moment for Louisville-based Signature HealthCARE, a leading provider of long-term nursing care. Not only was it the year that a buyout of its predecessor, Home Quality Management, enabled the creation of the new company, but it was also when the company marked its transition to becoming, in its own words, a “learning organization.”For president and CEO Joe Steier, who wrote an award-winning doctoral dissertation at the University of Pennsylvania on the leaders-as-teachers concept, the importance of learning could not be understated. Yet despite establishing that culture early on, it became clear to Steier and other executives at Signature that they still faced challenges. In particular, they lacked a strong leadership development and succession planning program; without one, they could do very little to ensure the longevity of the leadership pipeline—a critical element for an organization with 143 locations in 11 states and nearly 24,000 employees.They weren’t alone. According to ATD research, only 14 percent of organizations describe their succession planning as effective, and less than half of all organizations have a formal planning process in place.The good news was that Signature didn’t have to start from scratch: The company already had a leadership program in place. However, it didn’t have a development program for new leaders, and the current program for experienced leaders needed an update. So Steier, along with Mary McNevin, chief learning officer, and Brian Muleller, community learning manager, sought to change that. One of the first things they stressed was a focus on data.

Signature: Using Data to Develop Leaders

Laura Solomon is an instructional designer for leadership and management development for IBM’s Center for Advanced Learning. In this role, she designs and develops global leadership learning solutions for IBM’s managers. Laura’s most recent design projects include IBM’s required courses for all newly appointed managers, IBM’s Moments of Impact, and modules on Agile leadership, performance management, engaging Millennials, and innovation. Laura is also certified to consult on the Hogan leadership assessments, Kenexa Leadership Preferences and Scentio, HBDI (Hermann Brain Dominance Instrument), and IBM’s Leadership Competency and Climate surveys. She received Brandon Hall’s gold award for Excellence in Technology—Best Use of Virtual Worlds for Learning for a 3-D learning module she co-designed for IBM’s emerging leaders. Prior to joining IBM, Laura worked in leadership development in the retail and financial services industries. She earned a BA in psychology and art at Montclair State University, a master’s degree in professional studies at Pratt Institute, and a master’s degree in instructional design at the University of Massachusetts.

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