WEBVTT

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Hello, and welcome to Deloitte's
From Insights to Impact series.

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I'm Jason Magill, a managing director
in Deloitte Consulting US, and

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I am very lucky to have with me
today the Chief Learning Officer

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from ServiceNow, Jayney Howson.

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Jayney, thank you for being here.

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Thank you so much for having me.

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We all know that ServiceNow is certainly
one of the most consequential technology

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companies out there in this AI world
of business, and that, in my opinion,

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doing some of the most leading edge
things from a learning and development

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perspective as well, so wanted to ask
you first off, you talk a lot about what

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it means to be an AI native learning
organization, and certainly we know AI

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can impact pretty much everything across
the learning experience, but what does

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that look like in practice for you in
terms of being that type of organization?

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Well, thank you so much for saying that.

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We really are trying to break
new ground in this area.

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So where the limitations have come from
I think before is we've had AI embedded

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in learning for a long time, but there's
a difference between learning with AI and

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being AI native, and that's just meant
us breaking the whole concept of learning

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down, taking the constraints away where
you have one teacher for 30 people and

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say, "What does it mean if you now start
teaching somebody one-to-one?" Because

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you can do that now with AI in a much more
intelligent way, and what does it mean

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if you only create snippets of learning?

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We have a concept of minimum viable
duration, like how do we make sure

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you learn enough but in the minimum
time, which means understanding people,

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their gaps, how they quickly get there.

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So we've built that into our learning.

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We're also very, very focused on
creating playgrounds and places for

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people to experiment in simulated
environments, whether that be technical

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or human skilling, so like having
conversations, so that we can learn in

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the moment, assess them in the moment.

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So like I said, just breaking down
those constraints that learning's

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had for hundreds of years and
being more AI native in that way.

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I heard you speak about one of the
things that is contributing to the

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lack of adoption of AI is this human
connection or need for perfection, and

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almost there's a reticence because what
AI produces is almost so perfect that

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might be leading to some reluctance from
humans, and I was thinking of the John

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Legend song, All of Me, where he talks
about your perfect imperfections, right?

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You were very vulnerable in saying
that it's leading to erosion of

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skills, forgetting words because we're
reliant on the AI, so how have you

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combated that human nature to be sort
of focused on perfection and also

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that reluctance to maybe adopt the AI?

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So I think when we talk about AI
transformation, we talk a lot about tool

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sets, we talk a lot about skill sets.

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I'm big on the skill set, as you
can imagine, but there's something

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huge about the mindset, and you
don't, you can't train mindset.

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What you need to do is create conditions
for the right mindset to be built,

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and I think for that right mindset to
be built, we need to see humans being

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human, and that starts with leaders
being really human and internally saying

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they don't know the answers, knowing
that they're kind of a still a curious

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being that's needing to learn things,
and then projecting that outwards.

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I'm a strong believer in the concept of
LOL, which we say is "Learn Out Loud."

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So how do you create a moment where I,
as a leader have an imperfect thought,

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and that's okay. And I've done all right
in life being not completely confident

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and perfect in my thought process.

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So we create that environment, so it
doesn't have to be as perfect as I,

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it just needs to be perfectly human.

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Well said, and this is a topic I know
we're both very passionate about,

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could probably talk about all day, so
thank you so much for being with us,

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Jayney, and thank you for joining us
on Deloitte's From Insights to Impact.