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Latitude Learning Academy overview

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An overview of Latitude Learning Academy

An overview of Latitude Learning Academy

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  • EngagementGrowthEfficiency
  • EngagementGrowthEfficiency
  • EngagementGrowthEfficiency
  • Transcript

    • 1. We develop they deliver.
    • 2. To improve the value of a business you need engaged people to grow revenue and improve efficiency engaged people grow revenue 1 improve efficiency
    • 3. There are specific capabilities you can build in your organisation to engage people, grow revenue and improve efficiency You want engaged people. You want to grow revenue. You want to improve efficiency. Build capability in leadership, management, communication, developing talent, managing performance and professional skills. Build capability in customer focus, sales, service, innovation, marketing and strategy. Build capability in driving change, operations, finance, human resources, procurement, supply chain, lean and technology. 2
    • 4. You have a number of choices to consider to develop these essential capabilities across your organisation 3
    • 5. To cost effectively develop capability organisations are leveraging technology including e-learning, webinars and social learning Source: Bersin 2011 4
    • 6. To help you use e-learning and blended solutions to build organisational capability we provide content, the platform and advisory services Content You want the best quality and sufficient quantity. We provide the most comprehensive catalogue of world class e-learning from the leading business schools, niche content providers and successful executives from around the globe. 5 Platform Services You want wide reach and a great user experience using the latest technology. You want to drive sustainable behavioural change. Our cloud based learning system enables and supports peer to peer discussion, collaboration and individual learning plans. We provide professional services to help you successfully design, build and deploy a progressive learning solution in your organisation.
    • 7. Content
    • 8. We aggregate, refine, upload, meta tag, map and refresh content from these world class sources of learning Videos and articles from the Insead Knowledge collection on management, leadership and innovation. Duration: 3:00-10:00 minutes Videos of key Executives and Stanford faculty on their personal lessons learnt and insights. Duration 2:00 – 5:00 minutes Complete library of e-learning Sessions, Action tips and Essentials from leading Faculty from leading business schools. Duration 35:00 – 40:00 minutes (Sessions) Video interviews and instructional advice from key faculty at IMD on current management and leadership themes and challenges. Duration: 8:00 – 12:00 minutes Videos of CXOs, Authors and Thought Leaders including the complete 50 Lessons library Duration: 5:00-15:00 minutes Articles on current business trends and interviews with industry leaders and Wharton faculty. 7
    • 9. We also source, refresh and upload pragmatic and insightful content from these world leading advisory firms We provide Insights from one of the world‟s leading consulting firms. Bain insights are used by global leaders on their most critical issues and opportunities ie strategy, marketing, operations, tech nology and mergers and acquisitions. BCG‟s Publications present the latest thinking on today‟s most important business topics. Through extensive surveys and rigorous analysis the BCG experts get to the heart of the issues that matter most to your business. McKinsey Insights and Publications provide access to McKinsey & Company‟s latest thinking with articles, reports, video and other content from McKinsey Quarterly and the McKinsey Global Institute. The reports and white papers developed by Booz and Company cover a broad spectrum of functional topics including CEO succession, innovation, strategy based transformation, organisational DNA and supply chain management. AT Kearney provides Executive Agenda, Issue Papers and Perspectives, Research Studies and Articles on the most topical business issues and challenges With over 17,000 management consultants Accenture provides a comprehensive suite of Research and Insights on the hot issues for business executives 8
    • 10. Our content is continually replenished by an esteemed faculty representing the world’s best business schools Marc Bertoneche Value Creation Scott Snook Leadership Kim Warren * Strategy Nigel Ewington Intercultural Robert Dilts Vision Jacques Lendrevie Marketing Steve Muylle Web and B2B Marketing Mario Alonso Puig Self Development - Stress 9 Manfred Kets de Vries Change Management David Trickey Team Development Isaac Getz Innovation Jacques Horowitz Client orientation Chris Mullard Diversity Lutgart Van den Berghe Corp. Governance - Ethics Francis P. Cholle Innovation Avivah Wittenberg Cox Gender Balance Javier Fernandez Aguado Organizational Behavior Tony Buzan Creativity Charles Handy Organizational Behavior Amit Muckherjee Corporate strategy Jack Kaplan Entrepreneurship Adam Grant Engagement Greg Katz Ethics Jean-Pierre Detrie Strategy
    • 11. We have new faculty joining regularly with these renowned experts as recent contributors Charles Handy Manfred Kets de Vries LBS - Thinkers50 N°43 INSEAD - Thinkers50 N°45 Management and sociology of organisations Psychology at work: Winner and looser‟s behavior, dynamics of high-performance teams Tal Ben Shahar Harvard Jack Kaplan Columbia Business School Amit Mukherjee Patterns of Entrepreneurship INSEAD – consultant Corporate networks and management 2.0 10 Well being/Positive psychology
    • 12. We aggregate this world’s best e-learning and provide a suite of over 1,000 interactive courses for busy executives Essentials as 1-2 page summaries 30 - 40 minute Sessions 3 minute Videocasts 11 Action Tips and tools
    • 13. The design of the content reinforces the learning and has been widely recognised and awarded as the best in the industry Practical Review application In-depth Assessment Training Inspiration Action Tips Essentials Self-Assessments Sessions Videocasts Simulations
    • 14. We embed assessment in the content to help the learner focus their development on the areas of need 13
    • 15. Survey results provides the learner insight into their current understanding and prescribes specific learning content 14
    • 16. We also can provide an industry leading authoring tool so you can develop your own world class e-learning content 15
    • 17. Platform
    • 18. The platform is accessible from anywhere at anytime by any device which makes it convenient and easy to learn 17
    • 19. The design is simple and easy to navigate with the contemporary features expected by learners 18
    • 20. Content can be accessed quickly and can be searched by theme, duration and can be aligned to your own competency framework 19
    • 21. The universal themes cover the critical leadership, management and soft skills required to succeed in business today 20
    • 22. Content can be packaged into pathways and programs with a logical sequence and certification on completion 21
    • 23. The platform encourages social learning with the ability to comment and rate content and share and discuss with peers 22
    • 24. Sharing content with individuals or across cohorts helps create peer to peer learning and a culture of development 23
    • 25. Learning from each other is a key benefit of healthy online discussions 24
    • 26. The platform supports the pushing of content to individuals so progress can be tracked and they can be prompted on their learning journey 25
    • 27. Services
    • 28. We typically work side by side with the HR team to design, build and deploy the learning solution Design o Review business strategy and the current capabilities to execute the strategy. o Co-design a blended program focused on building the required capability o Develop curriculum and content for cohorts and individuals. o Customise the platform to align with branding and competency framework o Engage key stakeholders in the build process and prepare for deploy. Define “gaps” in capability across the organisation. o Build 27 Deploy o Manage the launch and implementation of the learning solution. o Ensure outcomes are achieved and there is demonstrable change in behaviour. o Report return on investment against business outcomes.
    • 29. We typically help design blended solutions which leverage the content and the platform effectively and reduce the overall cost of delivery 28
    • 30. We integrate our platform with any existing technologies where required Web services Single & widgets Tier applications Sign On SSO Solution Scorm Batch Reporting Import HRIS Reporting software 29 Connectors Corporate LMS / Intranet
    • 31. We provide reports on connections, activity, progress and most viewed content 30
    • 32. We also provide reports on platform activity and sessions in progress 31
    • 33. With our combination of content, platform and services our clients enjoy much greater return on their investment Latitude Usage rate 70% Key Competitors 15% (open access) Usage rate 90% 50% (prescribed content) Completion rate 95% 60% (prescribed content) +40% Skills Improvement Learner’s satisfaction rate 32 8/10 ? 4/10
    • 34. Please contact me if you would like to discuss further Tom Richardson Chief Executive Officer 1300 355 009 tom@latitude.la 33 www.latitude.la
    • 35. Case Studies
    • 36. Build leadership capability and retail expertise Challenges: In brief:  Apparel have “simple values to attract and develop talented people who work together to enhance the future of our business” Andrew Michael, Managing Director Apparel Group Australia. Apparel Group is home to the iconic Australian fashion brands Sportscraft, SABA and Willow. Apparel Group was established in the 1950’s and now employs over 1300 people in Australia.  To develop talented people the organisation is focused on developing exceptional leadership capability AND deep retail expertise. Solution:  To efficiently and effectively build the capability of the organisation‟s leaders, the L&D team chose to incorporate the Latitude Leadership Academy.  The online portal provides the ability to access world class leadership content on demand, in the office or while travelling. The portal is personalised for each individual based on their specific development needs and incorporates the Apparel Group competency framework. 35
    • 37. Intensifying training of internal and external sales staff Challenges: In brief: • • • A leading brand in the Beauty sector, Clarins now operates worldwide in all areas of the cosmetics industry – Care, Makeup & Perfume. To train sales staff about products To involve partner brands To affirm the Clarins training community Solution: • • • • Deployment of training/community management programme Blended training for sales staff Community webspace for trainer network Results: After a successful pilot scheme in France and Canada, extension to other countries Management of 10,000 users 36
    • 38. Supporting change by aligning management Challenges:  To achieve its ambition of becoming everyone‟s favourite store, Carrefour initiated a profound transformation, one of whose key planks is a new Leadership Model. In brief: Carrefour is Europe’s leading hypermarket group (number 2 in the world). It has 16,000 stores in 33 countries, and employs 475,000 people.  To support this change by building a new Client and Performance culture and by speeding up the alignment of approaches focusing on new skills requirements, for each of the group‟s 475,000 employees Solution:  Development of a portal able to host all the training modules relating to the new skills base, both at Corporate and Departmental level  Development of blended learning paths and targeted community pages and support for L&D teams to facilitate appropriation of the solution and path deployment Results: Launch in progress. Planned start date: February 2012, beginning with the 3,000 top managers 37
    • 39. Building leadership capability with a blended solution Challenges: In brief:  To continue to deliver exceptional service and grow the business the Group Managing Director recognised the importance of developing a quality management team to execute the business strategy. RAA has over $200m in Revenue and serves over 600,000 members.  The Executive team believe the results for the company are a result of management and staff excelling in execution Solution:  To efficiently and effectively build the capability of the management team at RAA we co designed an annual blended program. The blended program includes online access to Latitude Leadership Academy, monthly workshops, assessment and individual coaching as required. 38
    • 40. Building leadership capability across a global organisation Challenges: In brief:  Efficiently and effectively build the capability of the management team whom are spread out all over the globe. World Vision is a global Christian relief, development and advocacy organisation dedicated to working with children, families and communities to overcome poverty and injustice with 40,000 staff members spread out in nearly 100 countries  Integrate virtual learning into a blended program for the Senior Leadership team Solution:  Implement the Latitude Leadership Academy and align the content to the core priorities of the business.  The online portal provides leaders, regardless of location, with the ability to access world class leadership content on demand. The portal is personalised for each individual based on their specific development needs and incorporates the World Vision competency framework “Partnering with LLA has enabled us to deliver cutting-edge leadership development that is uniquely tailored to their individual needs. The content is rich and ever-expanding which keeps engagement high and learning fresh.” Heidi Brandow, Senior Adviser – Leadership Development, World Vision International 39
    • 41. Building leadership capability with a blended program including assessment and workshops Challenges: In brief:  As an organisation SBIT is committed to improving organisational and individual performance through professional development and training of staff. Professional development and training is aligned to the strategy of the organisation and the requirements of the role to meet present or future Southbank Institute objectives Southbank Institute of Technology (SBIT) is one of Queensland's leading providers of high-level vocational and technical education with over 20,000 students from 90 countries undertaking over 100 different courses and pathways to university. Solution:  To efficiently and effectively build these capabilities of the management team at SBIT we worked with Robyn Cooper, Educational Leader, HR to design an annual blended program. The blended program includes 360 assessment, two face to face workshops and annual 24 x 7 online access to Latitude Leadership Academy. SBIT is very pleased to be partnering with Latitude to offer our managers a leadership program tailored to their individual abilities and contexts. Latitude provides great service. The resources available through the portal are up to date, relevant and bite-sized, making participation manageable, convenient and meaningful. Highly recommended!” Robyn Cooper, Educational Leader, HR, 40
    • 42. Support a major strategic transformation Challenges:  2010: launch of a major strategic transformation programme called ONE, aimed at significantly increasing Schneider‟s role in services and enhancing the Group‟s competitiveness In brief: Schneider Electric is the world energy management specialist and employs over 110,000 people.  Need to explain the programme to 22,000 senior and junior managers Group-wide, and to develop required skills and approaches in less than 18 months Solution:  Development of a path entitled ONE Leadership, which was adapted locally according to country (in particular the proportion of classroom/distance learning components) Results: Successful deployment in less than 18 months Over 50 participating countries Over 8 hours training for participants with 100 % distance learning 41
    • 43. Deploying a new strategy for 40,000 managers Challenges:  As part of the deployment of the new Facilities Management strategy, to cascade the strategy beyond the inner circle of Group directors  To support the 40,000 managers through the necessary upskilling for the new strategy and create a training culture making extensive use of new technologies In brief: World leader in facilities management. Operating in 80 countries, the Group’s 380,000 staff share a passion for service provision. Solution:  Worldwide deployment of the CrossKnowledge catalogue, organised according to Sodexo leadership skills  Support through change for L&D teams across eight geographical zones via the CrossKnowledge Academy, in order to create paths adapted to local needs Results to date: First paths successfully deployed in the Group‟s main countries, with action plans linked to the strategy 80 % of units have a training plan including e-learning 8 months after start of deployment 42
    • 44. New strategy, new managerial culture Challenges:  To align all the managers‟ skills with the Group‟s upgrade strategy, keeping costs down in a difficult economic context In brief: Founded in 1950, Club Med has reinvented itself, specialising in high-end, all-inclusive, friendly, multicultural holidays with 75 villages in 40 countries. Solution:  A Blended learning programme with Krauthammer for the 100 inner circle managers  A 5-step distance learning programme covering the main managerial principles of the Club for the Group‟s 500 top managers (N - N+3) in all the zones where the Club operates  Course design and deployment by CrossKnowledge Results: 85% login rate (local offices played a significant role in passing on the message) Very high takeup rate (6hrs 30mins average connection time per manager 3/5 of the way into the programme, i.e. over 3,000 hours overall 6 months after launch) Training on key topics at less than 15 € an hour 43
    • 45. Responding to the challenge of time to market for specific skills training Challenges: In brief:  In a highly competitive and changing market, how to deal with development of e-learning modules to ensure improved time to market and respond to demands for tighter control of budget and schedules Société Générale is one of the leading European financial services providers. Its 157,000 staff operating in 85 countries serve over 33 million clients worldwide. Solution:  Using Mohive for collaborative development of specific skills training modules by an international network of training managers  Coaching super-administrators who then cascade training to departments Results: Production times cut in half: content now developed in 3 months instead of 6 Production costs cut in half thanks to use of templates and pooling of training resources 44
    • 46. Increasing volume of training whilst cutting costs Challenges: In brief:  How to defend the position of a « client oriented mass market » Group in a highly competitive market and adapt staff skills accordingly AXA is world leader in insurance and asset management, and has 214,000 staff servicing the needs of 95 million clients. Axa France offers a complete range of products and services in the fields of insurance and banking.  How to train more frequently and more individually whilst cutting training costs (objective: 30 % distance learning) Solution:  Use of Training on Demand with all the CrossKnowledge training resources to develop and distribute blended learning and distance learning paths  Dissemination of custom paths prescribed by Development Center, on a self-serve basis or supported by certified AXA coaches  Integration of solution into SABA Results:  La solution Development Center Transformation of entire AXA training catalogue into blended solutions 6,000 hours distance learning per year, steadily increasing (+ 50 %) 45
    • 47. Developing on-line training to significantly reduce costs Challenges: In brief:  In the context of a cost reduction plan (Probasis), the group is eager to develop distance learning as a partial substitute for classroom learning Thales is world leader in critical information systems for the defence, security, aerospace and transport markets. It employs 68,000 people.  Objective: distance learning to represent 15 % of training hours within 3 years Solution:  Integration, into a single environment, of 5,000 CrossKnowledge, Skillsoft and Auralog resources and client-specific content, in a way that complies with the organisation of the client‟s own training practices  Multilingual portal deployed among 50,000 staff in 30 countries – Support for integration of new content Results: Over 25,000 active learners 24 months after launch, i.e. 3 times more than with previously used traditional programmes Programme achieved a cumulative total of 100,000 training hours in less than 3 years Market share well above target: 25 % of training hours consist of distance learning via the Thales portal 46
    • 48. Transforming a Group by training staff in skills for the future Challenges: In brief:  In order to become the leading e-commerce group in the fashion and homewares sectors, Redcats is investing in a new ecommerce school to support the development of strategic skills REDCATS is a group of 17 brands operating in 31 countries, specialising in the on-line distribution of fashion and homewares. The group employs over 14,000 people in Europe and the USA.  RISe (Redcats International School of e-Commerce) must allow staff to become leaders in key e-commerce skills and make them able to anticipate rapid changes in the business. Solution:  Development of RISe on-line school to accelerate upskilling of staff and reduce costs  Support for L&D teams at Redcats via CrossKnowledge Academy: Development of on-line and blended paths and skills-related communities Results: Deployment in progress Successful launch in less than 4 months 47
    • 49. Speeding up the implementation of a corporate project Challenges:  Crédit Agricole is eager to become European leader in the local/universal banking sector. In brief : Europe’s leading high street bank, Crédit Agricole operates in 70 countries and employs 160,000 staff.  The project is cascaded to branches and local offices, and has to be relayed and deployed by local managers Solution:  Development of specific solution for each branch or office, depending on its strategic context; solutions are endorsed by the group‟s training institute (IFCAM)  Support for teams at each branch in design and deployment of key training paths – Skills transfer for training teams via CrossKnowledge Academy training in the « Ifcam CrossKnowledge Club » Rapid implementation of corporate project in local branches Results: mutualisation of and 100% of managers at regional branches benefited Gradual inclusion of other staff 48
    • 50. World-wide deployment of harmonised management methods Challenges: In brief:  How to harmonise management practices and approaches Technip is a world leader in project management, engineering and construction for the energy industry. It employs 25,000 people in 48 countries.  How to provide training to all managers, including those who do not have access to face-to-face training (managers working in 48 countries) Solution:  Development of 3 distance training packages leading to Technip University accreditation: starting out as a manager, value creation, communication & public speaking  Deployment among 1,000 people per year and per package, enrolled by local HR teams Results: Over 65 % takeup rates 45 % skills gains measured by on-line questionnaires 49
    • 51. Harmonising performance assessment worldwide Challenges: In brief:  The Group‟s success is the result of individual and collective achievements, which is why the annual appraisal is a key management tool. Appraisal is a year long process, with two important interviews, one halfway through the year and one at the end. Ipsen is a specialist pharmaceuticals employing almost 4,500 people worldwide. group Solution:  A training portal featuring two distance training paths backed by two communication campaigns coinciding with appraisals. Results: Worldwide deployment in 4 languages (French, English, Spanish and Chinese) for the Group‟s 850 managers Immediate success (75% completion rate). Extension of programme in 2012 with two new management training paths 50
    • 52. Worldwide deployment of harmonised management methods Challenges: In brief:  How to professionalise the „Manager management‟ role worldwide as part of the development of the Michelin Manager Guide Michelin is a leading group in all markets relating to car tyres and travel. It employs over 100,000 people around the world. Solution:  Dedicated portal for the Michelin Management Programme offering blended training in 10 languages and featuring CrossKnowledge management resources  Path design, production CrossKnowledge teams and deployment by Results: Worldwide deployment after trial run with 600 Managers around the world Over 7 training hours per learner completed 51
    • 53. Supporting a network of franchises through a change in market positioning Challenges: In brief:  To support the upgrade of the Dessange brand to „Luxury‟ standard DESSANGE is the world‟s leading all-round hair and beauty specialist. DESSANGE International focuses on 2 business areas: franchising and products.  To support the development of the franchise network in 45 countries by helping them to embody the brand‟s values, provide advice, and increase the average ticket per customer Solution:  Development and deployment of Dessange Learning Lounge in 6 languages, on-line support for training initiatives in Dessange schools  Co-development of 3 flagship programmes (integration, sales advice and techniques, support for managers) – Centralisation of specific expertise on the site via a series of Results: product/service records Harmonisation of hosting/sales techniques in luxury environment Continuous information on new products and services 1,300 people enrolled, 1,500 training hours 52
    • 54. Developing and selling distance learning to clients Challenges: In brief:  To develop distance learning solutions focusing on areas of expertise covered by SAGE (IT systems/HR, Invoicing, Cash flow management, relations with banks, etc) The world’s number 3 management software publisher, Sage simplifies and automates management and business processes for 6.1 million companies in 70 countries.  To sell them to clients by offering simple, smooth processes  To certify partner resellers Solution:  Deployment of platform integrated into the extranet and hosting training modules  Integration of order and invoice processes into the platform Results: 2-figure percentage increase in turnover in 2 years 53