The 702010 model isn’t just a numeric sequence. It is a fundamentally different view of work, performance and learning in the 21st century.
Implementing the 702010 model will generate real business impact, by adjusting the organisational focus from solely developing formal learning solutions to integrating learning in the workflow.
70 percent of learning comes from experience, experiment and reflection.
20 percent derives from working with others.
10 percent comes from formal interventions and planned learning solutions.
The numbers are essentially a reminder that people learn most from working and interacting with others in the workplace (70+20). The specific ratio (70:20:10), in any given situation, will vary, depending on the work environment and the organisational results required.
Read this blog post to see how our thought leaders have debunked the most popular 702010 myths.
In our view, the 702010 model is a practical metaphor illustrating the fact that people learn anywhere, at any time, mostly from their work (70) and from others (20).
Structured learning is still important, but it is not the only way, or even the main way in which people achieve high levels of performance. The always-on world of work uses technology to link living, working and learning, and thus to learn in a continuous, on-demand manner.
The purpose of the 702010 model is not to separate learning and working, but to strengthen the synergy between them, so the 70, 20 and 10 solutions are mutually reinforcing.
To act within the performance paradigm and function effectively as 70:20:10 experts, L&D specialists must adopt 5 new roles.
The current roles of L&D are primarily educational and based mainly on formal learning solutions (the 10). The 702010 model empowers, however, those HR and L&D leaders who want to extend their remit and create real impact.
In order to do so and play a meaningful part in building high performance in their organisations, they are required to adopt a whole new set of processes, roles and critical tasks, contributing sustainably to workplace learning and offering measurable added value.
In our book ‘70:20:10 towards 100% performance’ we explain these roles and processes in detail, but they are outlined below. (link to book)
It is a mindset, so you don’t do that today or in three weeks. You do that continuously. The way in which the institute has influenced our learning trajectory is by employing a systemic approach that actually maximizes the practicality of a complex set of information.
The main eye-opener for me was that the world is bigger than e-learning and that the focus no longer comes from education, but more from a business approach. The methodology has enabled me to look further and, in this way, demonstrate immediate impact and spend my budget smarter.
70:20:10 has helped me and my team became more relevant to the organization. As a L&D department, we could finally prove our added value by contributing precisely to employee performance. The methodology has provided us with meaningful measurable data to indicate the business problem and create valuable solutions.
As a learning professional, 702010 has connected me much better to the real organizational needs. In this way I have learned to shake off my classical learning repertoire and start with what really works. I am now confident to step into the workplace a lot more and act and advise from that place. I think that is the great added value.
For me, 70:20:10 was the missing link between working with people towards developing an innovative problem-solving approach and implementing it.
It wasn’t a perspective that I have not seen or heard about, but it was a much more structured and practical approach. Easy to understand and visually pleasing. It has given me and my organization an impulse to step out of the training bubble and deliver performance support through critical analysis and systematic work.
Only implementing capability development solutions is not enough to create a deep change. By combining conceptual frameworks with an extensive set of actionable solutions, Value-Based L&D enables professionals to look at learning from a business-focused perspective, guiding them towards consolidating an agile organization, from strategy to implementation.
Building on the success our clients have had with the Expert Program, we wanted to expand our solutions to embrace a broader, systemic approach to L&D transformation.
That’s why we developed Value-Based L&D
An approach that enables Learning Leaders to address the big picture of L&D,
supporting them in consolidating an agile and high-performing organization, by providing: