25 more real-world examples of Virtual Reality

Posted 5 March 2018 by Ryan Tracey
Categories: virtual reality

Tags: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

A couple of years ago I started up Virtual Reality Working Out Loud Week to promote real-world applications of virtual reality.

The inaugural #VRwolweek unearthed 20 real-world examples of the emerging technology, and the enduring popularity of that blog post tells me that we are hungry for more.

Loath to disappoint, I hereby present 25 more real-world examples of virtual reality, drawn from this year’s and last year’s events. I thank everyone who contributed to the following list.

A virtual hand grabbing a virtual drumstick.

  • Kicking off with the Colonel, it would be remiss of me to omit KFC’s virtual escape room The Hard Way. Widely criticised for its evil genius paradigm, I urge us to appreciate the game’s otherwise authenticity. If used as a primer for training in real life, then it’s an engaging example of setting up an employee for success.

  • Anchor Construction uses virtual reality to train its construction workers, while UPS uses it to train its truck drivers.

  • South Wales Fire and Rescue uses interactive 360° video to train its new recruits on extricating a casualty from a road traffic incident.

  • The Dutch Fire Department uses 360° video to teach the public how to react in case of an emergency, while on the other side of the flames in Australia FLAIM Trainer combines VR with haptics and heat-generating clothing to immerse firefighters in realistic situations.

  • In Africa, Meet the Soldier aims to increase empathy among warring cattle farmers, while Cisco and Dimension Data are helping save the rhino.

  • This charming Kiwi uses 360° video to record pov tutorials for mobile productivity apps. “See the apps and devices in action, in the context of where we work, live and play.”

  • A group of middle school students has used 360° photos to create a virtual tour of Fort Vancouver, while the Chatham Historic Dockyard Trust uses 360° video to take you on a tour of their Age of Sail galleries.

  • This Australian agency creates virtual tours and visualisations for the mining, architecture and tourism industries.

  • Have you ever wondered how a self-driving car senses the world around it? Wonder no more with the Waymo 360° experience.

  • Emmy Award winner for Outstanding Innovation in Interactive Storytelling, Pearl is a beautiful 360° animation that heralds the future of narrative.

  • Virtual reality isn’t new to gamers, but now it’s social. Check out Evasion and Poker VR.

  • I’m continually amazed at what can be achieved with CoSpaces Edu, such as the Virtual Reality Learning Lab’s uber cool reboot of Frogger. And while we’re going retro, have a laugh at Mario in real life.

  • Topshop allows their customers to ride a virtual waterslide over the black cabs and double-deckers of central London.

  • SeaWorld hybridises the real world with the virtual. Patrons of The Kraken Unleashed ride a rollercoaster while wearing VR headsets that plunge them into the abyss.

    It reminds me of Batman Adventure at Australia’s Movie World back in 1992, when we all sat on moveable seats in front of a big screen simulating the batplane screaming through Gotham City.

    A rollercoaster ramps the immersion up a few notches, to say the least, and I can see why it’s the perfect vehicle for a pre-recorded experience because the timing is precise.

  • In Norway, Audi lets you test-drive their new Q5 in a giant virtual sandbox. It took me a while to work out the prospective customer would dig the racetrack in a real sandbox, which was then scanned and transformed into virtual reality. It’s a modern-day twist on Daytona USA presumably intended to attract the Amazon generation in-store to be worked over by the sales reps.

    Incidentally, I see the clever Scandi’s have now moved on to Augmented Reality with the Quattro Coaster app, which lets you build a road and drive a mini car on it in your living room.

  • VR needn’t have an Audi-sized budget to be effective for marketing. A product manager in the medical industry created a WebVR experience to promote the hi-tech material in her range of surgical gowns. Given her name you may deduce I know this person, so I can tell you this impressive project was done on a shoestring.

  • Finally, these other examples of virtual reality in healthcare – for autism, disability and pain management – must surely turn the most ardent of sceptics.

Hugo Gernsback wearing his teleyeglasses.

Oh how far we’ve come since Hugo Gernsback strapped on his teleyeglasses back in 1968. Long may this wonderful technology continue to evolve!


Battle scars

Posted 5 February 2018 by Ryan Tracey
Categories: gender equality

Tags: , , , , , , , , , , ,

There’s an ugly trend on Australian television that’s been going on for quite a while. I hoped it would fade away but it only seems to be getting worse.

I’m referring to the ever-increasing number of commercials that depict males as incompetent fools who are put straight by their female companions.

Maybe it’s been happening in your country too.

Like the proverbial boiling frog, most of us have probably been oblivious to it. But, just as when you want to buy a particular make of car you suddenly spot them everywhere, when you are aware of this trend you can’t un-see it.

Man making loser sign on his own head.

I’ve never understood the battle of the sexes. Bias against women affects men’s partners, mothers, sisters and daughters. Bias against men affects women’s partners, fathers, brothers and sons. Everyone loses.

So I caution against promoting one demographic at the expense of another. Propping someone up by pulling someone else down is a zero-sum game.

In other words, we can’t fight an “ism” – be it sexism, racism, or something else – with yet more ism. Instead of resolving the problem, it perpetuates it.

We need to call out prejudice against women and men. Otherwise I fear a downward spiral for the latter, which will inevitably scar us all.

E-Learning conferences in Australia in 2018

Posted 2 January 2018 by Ryan Tracey
Categories: conference

Tags: , , , , , , , , , , , , , , , , ,

Well 2018 is shaping up to be a strong year of professional development opportunities for e-learning professionals down under.

A good spread of conferences is already scheduled along the Eastern Seaboard, while more will inevitably pop up (perhaps further west?) as the year progresses.

The following list is organic, so keep an eye on it!

Baywalk Bollards representing lifesavers in Geelong, Australia.

International Conference on E-Learning and Distance Learning
Sydney, 29-30 January 2018

International Conference on Distance Education and Virtual Learning
Melbourne, 1-2 February 2018

The Art of Knowledge Management, Learning & Communication
Melbourne, 22 February 2018

International Conference on Virtual and Augmented Reality Simulations
Brisbane, 24-26 February 2018

Chief Digital Officer Summit
Sydney, 26 February – 3 March 2018

Sydney, 27 February 2018

Learning Analytics and Knowledge Conference
Sydney, 5-9 March 2018

National FutureSchools Expo and Conferences
Melbourne, 21-22 March 2018

Digital Disruption
Sydney, 26-27 March 2018

L&D Leadership Innovation Summit
Sydney, 26-29 March 2018

Strategy & Innovation World Forum
Sydney, 9-10 May 2018

Online & e-Learning Summit
Melbourne, 15-16 May 2018

CeBIT Australia
Sydney, 15-17 May 2018

Totara User Conference – Asia Pacific
Sydney, 5-6 June 2018

AITD National Conference
Sydney, 7-8 June 2018

The Future of Learning Conference
Brisbane, 21-22 June 2018

Leading a Digital School Conference
Sunshine Coast, 16-18 August 2018

Blackboard Teaching & Learning Conference ANZ
Brisbane, 28-31 August 2018

K-12 Digital Classroom Practice Conference
Melbourne, 31 August 2018

FlipCon Australia
Melbourne, 14-15 September 2018

MoodleMoot Australia
Brisbane, 24–26 September 2018

Enterprise Learning Confluence
Sydney, 26 September 2018

Eportfolio Forum
Brisbane, 3-4 October 2018

Australian Council for Computers in Education Conference
Sydney, 2-5 October 2018

Melbourne, TBA October 2018

Geelong, 25-28 November 2018

Gamechangers Summit
Sydney, TBA 2018


If you are aware of another e-learning related conference down under this year, please let me know and I’ll add it to the list.

Deep diving into strange worlds

Posted 11 December 2017 by Ryan Tracey
Categories: blogging, e-learning

Tags: , , , , , , , ,

2017 was a whirlwind for me. I started a new job in a new sector, made loads of new friends there, learned heaps, and finished said job 10 months later before starting another one back in financial services.

I haven’t had much of a chance to scratch myself!

As a consequence, I haven’t blogged as frequently this year as I have done in previous years. However, while my posts may have been fewer, I dove deeper into a couple of topics of interest.

Pulp magazine cover entitled Enormous Stories

Data science was one such topic that captured my attention, not only because it’s white hot, but also because I believe it will inform our practice like never before.

I also focused my mind on capability frameworks. Not the most exciting topic, I know, but in my opinion a driver of business performance.

Somehow I also stole enough time to share my thoughts on virtual reality, journals, games, conferences, and the employee lifecycle.

Data science

Capability frameworks


I invite you to review my posts and leave a comment on any that elicit a response. I’d love to hear your thoughts.

In the meantime, here’s to a great 2018!

Louder than words

Posted 13 November 2017 by Ryan Tracey
Categories: capability framework

Tags: , , , , , , , , , , , , , , , , , , ,

My last couple of blog posts have argued in favour of extracting value out of organisational capabilities. Due to the nature of my role I have posited these arguments in terms of employee development.

However, I further advocate the use of organisational capabilities across all parts of the employee lifecycle.

Using the 4+4 Part Employee Lifecycle as my guide, I will share my thoughts on some of the ways in which your capability framework can add value to your organisation’s activities in terms of recruitment, onboarding, performance, and offboarding.

The 4+4 Part Employee Lifecycle: (1) Recruitment; (2) Onboarding; (3) Performance; and (4) Offboarding; plus (1) Performance Management; (2) Development; (3) Health & Wellbeing; and (4) Retention.


Everyone knows that change management is hard. Culture eats strategy for breakfast; an organisation’s culture doesn’t change over night; something about herding cats; the change curve; etc. etc.

We’ve heard it all before, and yes it’s probably true.

But there’s a big elephant in the room: the power of recruitment to accelerate cultural change. That is to say, bring in from the outside the people whose capabilities you desperately need on the inside.

Which begs the question… what capabilities? Well, organisations that focus like an eagle know precisely the capabilities to assess each candidate against, because they are the ones that align to their strategic imperatives.

If your organisation needs to become more collaborative, recruit collaborative people. If it needs to become more innovative, recruit innovative people. And if it needs to become more digitally literate, recruit digitally literate people.

This approach may seem too obvious to mention, yet I dare you to examine your organisation’s current recruitment practices.


Onboarding is one of those pies that everyone wants to stick their fingers into, but nobody wants to own. Yet it is crucial for setting up the new recruit for success.

From an organisational capability perspective, a gold-plated opportunity arises during this phase in the employee’s lifecycle to draw their attention to the capability framework and the riches therein. The new recruit is motivated, keen to prove themselves, and hungry to learn.

Highlight the resources that are available to them to develop their capabilities now. This is important because the first few weeks of their experience in the organisation colours their remaining tenure.

Ensure they start their journey the way you’d like them to continue it: productively.


Capability powers performance, so the capability framework is a tool you can use to improve all four subparts of Performance in the 4+4 Part Employee Lifecycle.

Performance Management

Effective performance management complements development planning to provide the employee with guidance on improving said performance.

When seen through the lens of the capability framework, an employee’s performance appraisal can identify meaningful development opportunities. Performance weak spots may be (at least partly) attributable to gaps in specific capabilities; while a strengths-based approach might also be adopted, whereby an already strong capability is enhanced to drive higher performance.

To inform these decisions with data, I’d be keen to correlate capability assessments against individual performances and observe the relationship between the variables over time.


It’s all very well to have a poetic capability framework, but if learning opportunities aren’t mapped to it, then its value is inherently limited.

If the framework’s capabilities align to leadership stages, I suggest the following question be put to the user: Do you want to excel in your current role or prepare for your next role?

Not only does this question focus the user’s development goal, it also identifies the relevant leadership stage so the capabilities can be presented in the right context.

A follow-up question may then be posed: Would you like to browse all the capabilities – useful for those who want to explore, or already know which capability to develop – focus on our strategic imperatives – useful for those who are time poor – or assess your capabilities – useful for those who seek a personal diagnosis.

The answers to these questions lead to a selection of capabilities which, beyond the provision of clear descriptions, outline the opportunities for development.

Resist the urge to dump masses of resources into their respective buckets. Instead, curate them. I suggest the following approaches:

KASAB is an esoteric extension of the KSA heuristic in teaching circles, and I like it because it includes “B” for “Behaviour”.

For example, help your colleagues move beyond the consumption of teamwork videos, design thinking workshops, and moocs on digital business; by encouraging them to contribute to communities of practice, submit ideas to the enterprise idea management system, and participate in the company’s social media campaign.

Health & Wellbeing

I see organisational capabilities applying to health & wellbeing in two ways.

The first way concerns the impact of employee development on mental health. Given the satisfaction and pride of building mastery drives engagement, the capability framework presents opportunities to improve mental health across the enterprise.

The second way concerns the composition of the capability framework. Given a healthy employee is a productive employee, why isn’t Wellness itself an organisational capability?


I’ve seen with my own eyes the impact of employee development (or lack thereof) on retention.

Given the sense of support and growth that the investment in people’s learning brings, the capability framework presents opportunities to retain talent across the enterprise.


Capabilities that align to leadership stages are useful for succession planning. Not only do they identify the capabilities that someone needs to succeed in their current role, but also the capabilities they need to succeed in their next role. Assessment of the latter informs the readiness of the employee for promotion.

Conversely, when the employee leaves the team (or exits the organisation) the capability framework can be used to assess the skills gap that remains.

Girl with home-made wings

In 7 tips for custodians of capability frameworks I declared a capability framework that remains unused is merely a bunch of words. But it’s worse than that. It is unrealised value across the employee lifecycle.

So use your capability framework to improve the organisation’s recruitment, onboarding, performance, and offboarding.

Actions speak louder than words.

7 tips for custodians of capability frameworks

Posted 18 September 2017 by Ryan Tracey
Categories: capability framework

Tags: , , , , , , , , , , , , , ,

Wow, my previous blog post elicited some rich comments from my peers in the L&D profession.

Reframing the capability framework was my first foray into publishing my thoughts on the subject, in which I argued in favour of using the oft-ignored resource as a tool to be proactive and add value to the business.

To everyone who contributed a comment, not only via my blog but also on Twitter and LinkedIn… thank you. Your insights have helped me shape my subsequent thoughts about capability frameworks and their implementation in an organisation.

I will now articulate these thoughts in the tried and tested form of a listicle.

Metallic blue building blocks, two golden.

If you are building, launching or managing your organisation’s capabilities, I invite you to consider my 7 tips for custodians of capability frameworks…

1. Leverage like a banker.

At the organisational level, the capabilities that drive success are strikingly similar across companies, sectors and industries. Unless you have incredibly unique needs, you probably don’t need to build a bespoke capability framework from the ground up.

Instead, consider buying a box set of capabilities from the experts in this sort of thing, or draw inspiration *ahem* from someone else who has shared theirs. (Hint: Search for a “leadership” capability framework.)

2. Refine like a sculptor.

No framework will perfectly model your organisation’s needs from the get-go.

Tweak the capabilities to better match the nature of the business, its values and its goals.

3. Release the dove.

I’ve witnessed a capability framework go through literally years of wordsmithing prior to launch, in spite of rapidly diminishing returns.

Lexiconic squabbles are a poor substitute for action. So be agile: Launch the not-yet-finished-but-still-quite-useful framework (MVP) now.

Then continuously improve it.

4. Evolve or die.

Consider your capability framework an organic document. It is never finished.

As the needs of the business change, so too must your people’s capabilities to remain relevant.

5. Sing from the same song sheet.

Apply the same capabilities to everyone across the organisation.

While technical capabilities will necessarily be different for the myriad job roles throughout your business, the organisational capabilities should be representative of the whole organisation’s commitment to performance.

For example, while Customer Focus is obviously relevant to the contact centre operator, is it any less so for the CEO? Conversely, while Innovation is obviously relevant to the CEO, is it any less so for the contact centre operator?

Having said that, the nature of a capability will necessarily be different across levels or leadership stages. For example, while the Customer Focus I and Innovation I capabilities that apply to the contact centre operator will be thematically similar to Customer Focus V and Innovation V that apply to the CEO, their pitches will differ in relation to their respective contexts.

6. Focus like an eagle.

Frameworks that comprise dozens of capabilities are unwieldy, overwhelming, and ultimately useless.

Not only do I suggest your framework comprise fewer rather than extra capabilities, but also that one or two are earmarked for special attention. These should align to the strategic imperatives of the business.

7. Use it or lose it.

A capability framework that remains unused is merely a bunch of words.

In my next blog post I will examine ways in which it can be used to add value at each stage of the employee lifecycle.

Reframing the capability framework

Posted 28 August 2017 by Ryan Tracey
Categories: capability framework

Tags: , , , , , , , , , , ,

There once was a time when I didn’t respect the capability framework. I saw it as yet another example of HR fluff.

You want me to be innovative? No kidding. And collaborative? What a great idea! And you want me to focus on our customers? Crikey, why didn’t I think of that?!

But that was then, and this is now.

Now I realise that I severely underestimated the level of support that my colleagues seek in relation to their learning and development. As a digitally savvy L&D professional, I’ve had the temperament to recognise the capabilities I need – nay, want – to develop, the knowledge of how and where to develop them, and crucially the motivation to go ahead and do it.

But our target audience is not like us. While we live and breathe learning, they don’t. Far too many imho wait to be trained, and our boring, time-guzzling and ultimately useless offerings haven’t helped change their minds.

Yet even those who are motivated to learn struggle to do so effectively.

A businessman thinking

Sure, we’ve read about those intrepid millennials who circumnavigate the languid L&D department to develop their own skills via YouTube, MOOCs, user forums, meet-ups and the like; but for every one wunderkind is several hundred others scratching their heads once a year while they ponder what to put in their Individual Development Plan, before finally settling on “presentation skills”.

This is unacceptable!

While it’s admirable for L&D to be responsive to the business’s relentless requests for training, it’s time for us to break out of the cycle of reactivity. I put it to you that a capability framework can help us do that. It’s a tool we can use to be proactive.

If we inform the organisation of the capabilities that will improve our performance, enable individuals to assess these capabilities to identify those that are most relevant for their own development, and map meaningful learning opportunities against each one, we add value to the business.

In an era in which the ROI of the L&D department is being put under ever-increasing scrutiny, I suggest a value-added approach is long overdue.