The Internet – A Disruptive Force
Are there any ways in which the Internet hasn’t disrupted our lives? There are few companies, or even whole industries, whose operations aren’t being impacted by the Internet, and related technologies. A prime example is the music industry, which was decimated by the “Dollars to Dimes” phenomenon that resulted in the most dramatic example of Creative Destruction yet. In 2006, record labels raked in a staggering 9.4 billion dollars from compact disc (CD) sales. A decade later, CD sales top out at just 1.5 billion – an 84% drop. The music industry remains in upheaval, with heavyweights scrambling to monetize streams.
For those that follow these trends, the news that the Internet and it’s growing set of capabilities is disrupting almost every area of professional services – including training, consulting and coaching – comes as no surprise. On top of digital technologies, these three areas are being disrupted by new findings in cognitive neuroscience that show many of the methods for enabling learning in the workplace, such as workshops and seminars, as ill-suited for the ways people learn – particularly workers in the knowledge economy.
Traditional Methods Lack Impact
Many of the products used in consulting, like Myers-Briggs or Predictive Index type personality assessments, are based on old psychological theories that incorporate and “update” ill-defined concepts from the writings of Freud and Jung. They leave little room for the avalanche of understanding gained during the cognitive and information-processing revolutions. This new knowledge foundation affords us vastly better insight into the human cognition, biases, and weaknesses that influence knowledge work and decision making.
On the side of technology, new, online methods, such as Learning Management Systems, Project Management Platforms, and Instant Messengers, enable ongoing conversational modes of interaction that mimic traditional training, consulting, and coaching services.
Still, many of these digital tools lack in potency and results. They have simply attempted to take the old ways and “digitize” them. As examples, while a Blackboard Online Course is more convenient than an in-person workshop, is the knowledge similarly retained? Although a conversation on Slack is less disruptive than a series of meetings, are better decisions being made? Do more people contribute?
The Pressure is On
So, like many areas, traditional consulting is being disrupted by digital tools. Why the sudden need to produce better results?
The value for training in the “soft” skills – areas in which consulting and coaching are less successful, regardless of delivery method – has become a priority for business. Organizations are now smart enough to recognize the importance of human impact, and are demanding better results.
As an example, Google’s decade-long Project Aristotle discovered that the most successful teams didn’t have the highest technical skills. Of course, they had adequate technical skills. But more importantly, they had well-developed systems of interaction that emphasized attributes like respect, trust, and gratitude. These are the soft skills that deliver the large profits at Google.
THRIVE’s Disruptive Role
That is where THRIVE shines: our platform digitizes & scales training, coaching and consulting, while our methods backed by the latest in cognitive science deliver the long awaited results in building the critical skills that only humans can possess.
When combined with training, coaching, and consulting, THRIVE Experiences amplify standard programs in learning, collaboration, and knowledge sharing. We create more effective and sustainable learning than traditional in-person or virtual solutions on their own, while drastically reducing overhead and ongoing costs.
THRIVE: A welcomed disruption in the world of $1,000 day consultants and multi-day workshops that leaves us wondering whether consultants are going the way of compact discs.
Companies are spending more time and money than ever before trying to understand their customers – often with the goal of finding the “Key” to knowing what customers want before…
The Act vs. the Art of Listening
Are leaders really listening to what employees are saying? The endless surveys would indicate they want to know what is on the minds of workers, but is this feedback actually impacting or improving the job beyond an increased demand for more 'positive surveys’ ?
Millennial Employees – Start a Dialogue with Thrive
Millennials are a different kind of employee, and expect a different kind of workplace. Learn how Thrive can help organizations address their employees changing needs and wants.