The Emergence of the Open Networked “i-Learning” Model

Abstract

The most significant forces that are changing the business world and the society behaviors in this beginning of the twenty-first century can be identified into the globalization of the economy, technological evolution and convergence, change of the workers’ expectations, workplace diversity and mobility, and mostly, knowledge and learning as major organizational assets. But which type of ­learning dynamics must be nurtured and pursued within the organizations, today, in order to generate valuable knowledge and its effective applications? After a brief discussion on the main changes observable in management, ICT and society/workplace in the last years, this chapter aims to answer to this question, through the proposition of the “Π-shaped” profile (a new professional archetype for leading change), and through the discussion of the open networked “i-Learning” model (a new framework to “incubate” innovation in learning processes). Actually, the “i” stands for “innovation” (to highlight the nature of the impact on traditional ­learning model), but also it stands for “incubation” (to underline the urgency to have new environments in which incubating new professional profiles). Specifically, the main key characteristics at the basis of the innovation of the learning processes will be ­presented and described, by highlighting the managerial, technological and societal aspects of their nature. A set of operational guidelines will be also ­provided to ­activate and sustain the innovation process, so implementing changes in the strategic dimensions of the model. Finally, the “i-Learning Radar” is presented as an operational tool to design, communicate and control an “i-Learning experience”. This tool is represented by a radar diagram with six strategic dimensions of a ­learning initiative.