Organizations are in unprecedented times as they contend with the continuous evolution of technology, rapid acceleration of innovation, and a new velocity of disruption. These external forces are beyond their control, yet they present both uncertainty and opportunity.
In order to outpace change, emerge stronger, and prepare for the future, organizations are reimagining their business functions in the era of digital disruption. Although cloud computing and other innovative technologies such as artificial intelligence (AI), chatbots, blockchain, and the Internet of Things (IoT) show great promise, the catalyst behind an organization’s ability to adapt rapidly and innovate, is a workforce that is resilient and responsive to an ever-changing world. A workforce that is empowered, learns faster than the competition, and continually evolves to be their best.
Leaders are realizing the urgency to recalibrate their focus; to place a higher emphasis on developing a continuous learning culture that embeds learning as part of daily work. By promoting a continuous learning culture within the workforce, an enterprise becomes committed to ongoing improvement and enhanced performance, leading to a culture of growth and innovation with talent at the apex of their strategy.
Employees shouldn’t need to go through knowledge gatekeepers to acquire the education they need to do their jobs. Commoditizing knowledge in an organization is no longer a trend, it has become a necessity, and something that top talent expects. With this change, there has come a shift from an event-based, push-learning model for selected employees to a continuous, on-demand learning model for all employees, which is learner-centric and meets the need for just-in-time acquisition of knowledge and skills. This transition empowers employees to take charge of their own training and develop a core competency of “self-directed learning” that is essential for a sustainable learning culture in any organization.
Today, technology plays a vital role in learning. Organizations need to lean on technology to enable access to self-service knowledge for all employees; both on-demand and just-in-time learning (what, where, and when they need it in the natural flow of their day-to-day work).
At Oracle University, we have invested heavily in modern learning practices to help organizations and their employees improve and grow. Our solutions range from on-demand, expert-led digital courses and certifications to just-in-time digital adoption solutions, allowing organizations to drive mastery of Oracle solutions as well as ubiquitous communication and effective change management at scale. Regardless of role or position, our learning solutions provide a seamless, consistent, and accessible way to help employees upskill, reskill, and navigate their day-to-day responsibilities.
This digital model empowers our customers to drive lasting business value and thrive in their Oracle Cloud journey long after initial go live. Company-wide learning is a must have resource for every organization and professional to stay on top of emerging technologies and to retain and attract top talent.
Provisioning our learning platforms across your workforce equalizes learning opportunities and is a form of practiced “inclusivity” in the workplace. This investment pays dividends as it propels the organization on the path to realize:
Start building a continuous learning culture today.
Damien Carey is Senior Vice President of Oracle University. Oracle University is one of the world’s largest IT training businesses, delivering modern learning solutions to the Oracle customer and partner ecosystem globally. Damien has transformed Oracle University into a customer focused and technologically innovative organization. Through this innovation, Oracle University is delivering modern, digital, just in time training with tangible business outcomes. His focus is on helping customers adopt Oracle Cloud services, enabling their organizations quickly and easily.
Damien began his career at Oracle in 1995 and has held a variety of leadership roles in Finance, Consulting and Education. Prior to joining Oracle, he spent 2 years with Qantas Airways, partnering with The Boston Consulting Group on the Australian Airlines post- merger activities and preparing Qantas Airways for IPO. Prior to that, Damien spent 3 years with The Shell Company working in all facets of the downstream oil industry, from refinery, terminal operations and transportation management to retail and distributor development.
Damien was a member of the Australian Army NORFORCE unit whilst completing his Bachelor of Business in Economics and Finance at Charles Darwin University.