SPEECH AGENDA
  

Key Topics

  • Best practice sharing of learning techniques and applications from international perspectives
  • How to link learning techniques to talent development strategies
  • Practical technical tools for daily work and their implementation
  • How to detect and evaluate project results with advanced learning technology
  • More exciting topics are coming in a progressive update
SCHEDULE
  • Tony Bingham
    Tony Bingham
    Association for Talent Development(ATD), CEO and President
    Keynote: Talent Development and Technology: Preparing Organizations for What’s Next
    The global upheaval created by the COVID-19 pandemic caused organizations around the world to reset their priorities, streamline their operations, and analyze a future that will be marked by uncertainty and change for years to come. In considering What’s Next, leaders must embrace the relentless pace of technology advancements, the shift to more dispersed and remote work, and the reality that the future requires continual upskilling and reskilling employees. The future is made for talent development and talent development is made for the future.

    From automation to artificial intelligence, big data to genomics, many job roles are or will be gone, while other roles never-before imagined will be created. The talent development function is uniquely positioned to prepare organizations to embrace the future and ensure employees are equipped with the knowledge, skills, and abilities needed to help organizations innovate and grow. Technology will play a bigger role than ever before.

    In this session, Tony Bingham will take a closer look at some of the changes affecting the future and how the talent development profession can help organizations navigate perpetual uncertainty. He will share why it is critical that L&D professionals collaborate to bring together the best thinking, innovation, and solutions that leverage global human capital resources to create and shape learning cultures that allow organizations to adapt and succeed.
  • Live Chat with Tony Bingham
  • Dongshou Li.png
    Dongshuo Li
    UMU, Founder and CEO
    Sharing from UMU
  • Live Chat with Dongshuo Li
  • TD Talk
  • TD Talk
  • Hongyan Wang
    Hongyan Wang
    SAIC Volkswagen Automotive Co., LTD., Senior Director of Personnel, Learning and Development
    Sharing from SAIC Volkswagen Automotive
    A huge assemblage of conference theme–related on-demand sessions that can be watched at any time.
  • Live Chat with Hongyan Wang
  • Kai Yin
    Alibaba Group Hupan College, Senior Talent Development Expert
    Build a Learning Technology Ecosystem in a Complex Organization
    At an organization like Alibaba, the learning management platform is no longer the core of corporate learning. In the face of complex business forms, diverse user needs, and scattered learning scenarios, we need to grasp the core demands of the organization and employees, select appropriate governance structures and technical solutions, and build a prosperous learning technology ecosystem with business partners.
  • Live Chat with Kai Yin
  • Dan Wu
    Dan Wu, APTD
    Johnson & Johnson Medical Device Company, Senior Training Manager
    Digitization Change Lives: AI/VR Energize Medical Professional Education
    New digital technologies such as AI and VR are used to enable the team to learn, change the traditional training mode, improve the training efficiency, break through the shackles of the original development, improve the professional level of personnel, and make the organization a self-driven learning organization.
  • Live Chat with Dan Wu
  • Patricia McLagan
    Patricia McLagan
    McLagan International, CEO
    Keynote: SMARTER Technology Requires SMARTER Learners
    Increasingly smart digital technology is making new organization designs and processes possible. Technology is also encroaching on more work that we once thought could only be done by people: the integrating, anticipating, forecasting and even some of the creative work of the enterprise.

    What does this mean for people and for the learning professionals who help people develop? One road is for people to accept the dominion of technology and pursue the technocrat’s dream: an organization run by technology. Another option is for people to become smarter and more human—ensuring that technology serves all the business’s stakeholders, that people co-evolve with technology, and that by technology taking over more work, people become more fully human at work and in society.

    Thanks to many new educational and training technologies, insights from neuroscience, and more sophisticated and available ways to supporting adult development, the learning and development profession is evolving to meet these challenges.

    But one crucial area is not keeping up with the pace of change: It is the learning mindset and practices of the people themselves. They still largely rely on the learning approaches and views of learning that they used in school. Many still depend on the “teacher” and formally designed experiences for their learning. Few have updated their learning methods and awareness for the 21st century, nor are people evolving themselves to use and partner with increasingly smarter digital technology.
  • Live Chat with Patricia McLagan
  • David Shing
    David Shing
    Futurist, Strategic Digital Consultant
    Keynote: The Connected Human
    This past year has shown that more people are becoming connected to themselves and to the world—we are not just thumbing through life. The fragility of connection was proven when the world shut down for five weeks in 2020 and everything we have learned went up for grabs. However, brands can embrace a more humanized experience where attention is the new currency measured by time and engagement. Particularly now as we are in a world where more than 3 billion smartphones occupy our visual attention. But we have quickly evolved to include other senses that aren’t limited to Augmented Reality, Virtual Reality, Mixed Reality, or Real Reality. So how will we adapt and reinvent in a world of transparent interfaces? A place where sight is now joined with sound and motion? Welcome to hearable, feelable, and wearable technology—powered by data, intelligence, sensors, and more. How does this impact consumer behavior and ensure technology makes us more human and how is it that possible with the rate of change in technology? Get enlightened by a meaningful and insightful look at digital trends, how they are affecting behavior, and what’s next on the digital journey roadmap.
  • Live Chat with David Shing
  • Mindy Yeh
    Mindy Yeh
    DDI, Asia Vice President
    Global Leadership Megatrends for 2021 and Beyond
    In the past year, the COVID-19 pandemic has forced all industries, including talent development, to accelerate digital transformation. Looking back at 2020, what changes have taken place in talent development? What are the certainties and uncertainties of the coming year? DDI’s latest report Global Leadership Forecast 2021 reveals the megatrends of talent development and answers how leaders can realize future growth with technology under the new normal.
  • Live Chat with Mindy Yeh
  • TD Talk
  • TD Talk
  • Libin Chen
    Libin Chen
    NetEase Games, Training Director
    Gamification Learning Design
    NetEase Games Academy insists on the concepts of gamification, tailor-made, contextualization to design and deliver learning programs and activities with our knowledge management platform from which we received three ATD best practice awards. We will share how we use gamification to help training implementation and knowledge transfer.
  • Live Chat with Libin Chen
  • Yuping Yang
    Yuping Yang
    Ping An Insurance, Deputy General Manager of Smart HR Business of Ping An Group and Executive General Manager of Ping An School of Financial Services
    Digital Transformation of Human Resources
    Traditional human resource management, which relies on subjective experience and judgment, can no longer support the implementation of corporate strategies and needs for fast business development. Along with the development of emerging technologies, it has become a trend to make organizations more efficient, agile, dynamic, and innovative through digital means. In recent years, Ping An Group, which relies on its experience in first-class management practice, has introduced artificial intelligence (AI), big data, cloud, and other sophisticated technologies to start a comprehensive digital transformation of human resources, connecting talent training and performance management with AI technologies. That empowers executives and operations with technologies, facilitates resources to directly reach frontline managers, makes HR services easily available to employees, and provides HR with a strategic partner for development of enterprises.
  • Live Chat with Yuping Yang
  • Juliet Xu
    Juliet Xu
    Accenture China, Director, Learning and Leadership Development
    Accenture Digitization for Talent and Skill Development
    Accenture is a leading global consulting company, with expertise in digitalization, cloud computing, and network security. In recent years, it has brought innovative value to its clients in the commercial and technology ecosystem. Accenture created and applied practical ways to improve digital management on talent supply chains and skills to build and keep the talent advantage among competitors. Based on their internally developed SaaS platform, a few applications have been leveraged to manage the organizational capability and enhance the learning experience and efficiency for the employees. Learn how Accenture defines skills, uses system and tools to enable talent development, and connects to business requirements.
  • Live Chat with Juliet Xu
  • Karl Kapp
    Karl M. Kapp, Ed.D.
    Bloomsburg University, Professor of Instructional Technology
    Keynote: How Lasting Effects of the Pandemic Will Shape the Talent Development Industry for the Next Decade
  • Live Chat with Karl M. Kapp, Ed.D.
  • Megan Torrance
    Megan Torrance
    TorranceLearning, CEO
    Keynote: Learning Data in Action: A PLearning Data in Action: A Pathway Forwardathway Forward
    In this session, Megan Torrance shares insights and stories about organizations that are successfully using learning data to drive performance at various levels. We’ll begin with a framework to organize the many uses of data in the learning function, from evaluation and analytics to personalization, recommendation, and business workflow rules. Several case studies will show how the data that L&D tools generate can support deep analytics and artificial intelligence applications. For organizations just getting started on their data pathway, we’ll discuss how can you get started and what tools, skills, and relationships to start building.
  • Live Chat with Megan Torrance
  • Ian Xie
    Ian Xie
    Marriott International, Senior Manager, Learning Technology and L+D Insights, Asia Pacific
    The Application and Development Trend of Learning Technology in the Hospitality Industry
    Based upon the practices of Marriott International, this session will discuss how to leverage on LMS technology to support learners; blended learning approach, offerings, courses, curricula; the building and application of the learning community; SharePoint; and Teams.
  • Live Chat with Ian Xie
  • TD Talk
  • TD Talk
  • Yuntao Dai
    Yuntao Dai
    Dormakaba China Ltd., Deputy Vice President Learning and Development, AS APAC
    Leveraging Learning to Enable Business Strategy Implementation (Use Chatbots for Just-in-Time Bite-Size Learning)
    Learning and development is not only the approach to improving organizational capabilities but also a vehicle to facilitate changes and drive the implementation of business strategies. You will learn how to include learning and development as one of the important building blocks in business strategy, and how to leverage learning and development as a vehicle to start the in-depth dialog with the organization, understand the pain points, and make improvements to support the implementation of the business strategy.

    The implementation of strategy requires continuous dialogue with the organization. By applying the artificial intelligence chatbot platform, we will be able to transform the traditional learning approach to help employees obtain information anytime, anywhere and establish the two-way communication channel.

    This session will share with you:
    - Use cases of chatbot to replace or supplement traditional learning approaches
    - How to develop your own chatbot by using the online platform
    - Lessons learned to promote chatbot in the organization
  • Live Chat with Yuejiao Dong
  • Limin Gu
    Limin Gu
    Novartis China, Head of CRM BU Training and Development
    Sharing from Novartis China
  • Weihan Lin
    Novartis China, Head of Digital Learning Center
    Sharing from Novartis China
  • Live Chat with Limin Gu and Weihan Lin
  • michael arena
    Michael Arena, Ph.D.
    Amazon Web Service, Vice President of Talent & Development
    Keynote: Adaptive Space: Shifting From Human Capital to Social Capital
    To edge out the competition in today’s disruptive environment, you need to ensure that your company is agile―that it can respond to change instantly and effectively. Based on hundreds of interviews and multitudes of organizational network studies, this session will focus on how to position your company for today―and for the future―by enabling creativity, innovation, and novel ideas to flow freely among teams, across departments, and throughout the company. This presentation will showcase how the use of network analysis can enable organizations to better understand how different social arrangements can help to generate, incubate, and scale ideas—even in a virtual working environment.
  • Live Chat with Michael Arena, Ph.D.
  • Opening and Social Networking
  • Karthik Padmanabhan
    Karthik Padmanabhan
    Cognizant, Global delivery leader for digital experience services
    Conquering Enterprise Resistance to DITA Adoption
    DITA adoption warrants a radical change in mindset, not just technology implementation. The 2020 DITA Satisfaction Report reveals a whopping 47 percent of enterprises that have adopted DITA found controling naysayers and slackers as the toughest challenge.In this session we’ll narrate a success story of being in the journey of implementing DITA and evolving over the layers of maturity for one of our strategic clients, a leading provider of automated underwriting solutions.
  • Suranjana Das Gupta
    Suranjana Das Gupta
    Cognizant, Leader for learning and content team
    Conquering Enterprise Resistance to DITA Adoption
    DITA adoption warrants a radical change in mindset, not just technology implementation. The 2020 DITA Satisfaction Report reveals a whopping 47 percent of enterprises that have adopted DITA found controling naysayers and slackers as the toughest challenge.In this session we’ll narrate a success story of being in the journey of implementing DITA and evolving over the layers of maturity for one of our strategic clients, a leading provider of automated underwriting solutions.
  • Gewei Ni
    Gewei Ni
    Huawei Training Academy, Chief Expert on Competence Development
    Digitization Empowers Huawei Training and Practice to Make Learning More Certain
    Training and practice are the core competences of Huawei training. After years of development, from training practice 1.0 to 2.0, from employee training to customer training, while providing excellent digital talents for the intelligent world, it also actively exploring the use of ICT technology to help upgrade training. During this session you will learn about the concepts, methods, and practices of Huawei Training and Practice 2.0, how to use the latest technology to simulate various scenarios of 5G, bring the business real and agile into the classroom, and provide customers with the best 5G training experience.
  • Tea Break
  • Fan Luo
    Fan Luo
    Former Assistant Dean of Tencent College
    Smart Learning 4.0 Practice Report
    Report the practice of Smart Learning 4.0 in a corporate university including the learning design and application based on the advanced mindset and toolbox. The report includes a case review of relevant communication, action learning, coaching, and learning evaluation. Application opportunities will be discussed as well.
  • Weihan Lin
    Weihan Lin
    Novartis China, Head of Digital Learning Center
    Sharing from Novartis China
  • Yan Jiang
    Yan Jiang
    Novartis China, Head of IHD BU Training and Development
    Sharing from Novartis China
  • Opening and Social Networking
  • Sonal Sushil Modi, Ph.D., CPTD
    Sonal Sushil Modi, Ph.D., CPTD
    Mastercard, Vice President of Enterprise Technology Learning
    The Evolving Role of L&D in the Digital Transformation Age
    Learning and development function has experienced a revolutionary change in last couple of years. The digital transformation, everchanging business needs, and strategic organizational goals have been pivotal in shifting gears for L&D professionals along with the function of L&D. While technology adoption and digital mindset is the need of the hour, it’s important to ensure that we are not losing focus on building a learning culture and making it the DNA of our organizations. Institutionalizing continuous learning and keeping the talent landscape at the helm of learning trends is the only means of leveraging a competitive advantage, given the fact that competent and skilled talent is the only asset that is key to the organizational success.

    To embed learning culture in their DNA, organizations must embrace technology, think forward, leverage digital transformations, and do so in a meaningful way, without losing the focus of capability building and talent development aligning to organizational needs and business demands.

    Learning Objectives:
    · Understand how to embrace digital transformation in a learning space with poise and composure.
    · Understand the continuously evolving role of L&D as a function in the digital era.
    · Learn the myths around the role of L&D post-technology adoption.

    Gain useful tips on what L&D needs to do to build and sustain the momentum of meaningful learning and build the learning culture and capability development in the organization.
  • Speech 2
  • Tea Break
  • Sharing from Baidu.com
  • Speech 4
  • Opening and Social Networking
  • Jianling Peng
    Jianling Peng
    Huawei University, Senior Expert
    Sharing from Huawei University
  • Lan Wu
    Lan Wu
    TCL China Star Optoelectronic Technology, Senior Vice President
    Sharing from TCL China Star Optoelectronic Technology
  • Tea Break
  • Philipp Ramin, Ph.D.
    Philipp Ramin, Ph.D.,
    Innovation Center for Industry 4.0, Founder and Managing Director
    The Future of Manufacturing Begins With Talent Development: Smart Factories’ Need For Digital Competence and Talent
    The need for a comprehensive digital transformation of the industry has been underlined by the COVID-19 pandemic once again as important potential in the areas of flexibility, efficiency, and speed of response has obviously not yet been exploited. Talent development (TD) in manufacturing companies therefore faces challenges in two respects. On one hand, it is important to help departments to quickly prepare employees for the challenges of smart factories. At the same time, TD must reinvent itself because upcoming changes also require a new type of TD. Agile, data-driven, and individual: These could be the central keywords for a future orientation of TD. It is time for TD in manufacturing to be put into the driver’s seat for strategic and continuous future-oriented upskilling.
  • Haogang Deng
    Haogang Deng
    Tencent College, E-learning Platform Leader
    Digital Middle Platform Assists Organization Training
    This session will share how digital middle platforms assist organizations training by:
    1. Producing manual and intelligence knowledge graphs, which provide personalized development guidelines for participants
    2. Creating a gamified platform and bringing fun to learning
    3. Creating a social platform to produce timely and precise content toward difference learning users
    4. Making learning interactive
  • Jindi Li
    Jindi Li
    China Mobile, GM of Training Center of Fujing Branch of China Mobile
    Infuse Intelligence and Empower Employees’ Capability to Promote High-Quality Talent Development
    The training center of China Mobile Fujian Branch is planning a new blueprint with guided career development direction and standardized talent development management. To achieve the blueprint, practices from several aspects must be taken, including using employees’ career planning as the traction, linking all six human resources modules, opening diversified career development channels, and building the latest digital intelligence capability certification system. Moreover, employees need to be guided to “understand the mechanism, the system, the application, and the value,” stimulate the vitality of the top-down team and the bottom-up individual, and promote the improvement of total factor productivity.
  • Harry Yang
    Harry Yang
    Budweiser Brewing Company, L&D Director, Bud APAC
    Building the Personalized Learning Experience in a Connected World
    We live in a connected world. Technology is breaking the boundary of learning and along with this comes more possibilities for corporate training. Technology also has surrounded learners with massive amounts information. How can you ensure that the talent development you invest in matches your technology capabilities and relates to your learners?

    The future of work requires everyone to constantly upskill and reskill ourselves. The corporate learning ecosystem is experiencing revolutionary changes to meet this trend. Future learning will be built around personalized business scenarios and learner experiences. BUD APAC attempted applying a new, personalized way of learning and will share findings and best practices for personalizing learning for talent development.
  • Samuel Ayiro
    Samuel Ayiro
    KCB Bank, Head of the learning development and talent function
    What’s Tech Got to Do With It? Optimizing Technology to Build Connection and Lasting Change
    In this session, the speaker will empower you to explore the importance of defining your overall learning strategy and understanding your learners’ technology needs. He will discuss ways to create, implement, and deploy initiatives with the end goal in mind for success.
  • Danielle Clark
    Danielle Clark
    Sr. Director, Talent Development, Employee Experience, Adobe
    Customer Zero: Accelerating Our Own Digital Transformation
    At the end of 2019, after months of work, the talent development team at Adobe launched Adobe Capabilities: Be Creative, Be Focused, Be a Leader. Little did the team know how critical and prescient they would be as the team navigated all the challenges that 2020 has presented. The speakers will share the teams’ own accelerated digital transformation and how the Adobe Capabilities have helped break through real and perceived barriers holding them back—from content and delivery format, communications strategy, and senior stakeholder engagement. When referring to the use of its own products, Adobe refers to itself as “customer zero”. Its global talent development team adopted that same mindset. The team was forced to be creative, to prioritize, to focus. It had no choice but to adopt its freshly launched Adobe Capabilities.

    The speakers will share the Adobe experience in 2020 and how it informed a rethink of talent development strategy for 2021.
  • ABarnard Adobe
    Amanda Barnard
    Head of Talent Development, APAC & Japan, Adobe
    Customer Zero: Accelerating Our Own Digital Transformation
    At the end of 2019, after months of work, the talent development team at Adobe launched Adobe Capabilities: Be Creative, Be Focused, Be a Leader. Little did the team know how critical and prescient they would be as the team navigated all the challenges that 2020 has presented. The speakers will share the teams’ own accelerated digital transformation and how the Adobe Capabilities have helped break through real and perceived barriers holding them back—from content and delivery format, communications strategy, and senior stakeholder engagement. When referring to the use of its own products, Adobe refers to itself as “customer zero”. Its global talent development team adopted that same mindset. The team was forced to be creative, to prioritize, to focus. It had no choice but to adopt its freshly launched Adobe Capabilities.

    The speakers will share the Adobe experience in 2020 and how it informed a rethink of talent development strategy for 2021.