The TLDR on MOOCs in corporate learning

The TLDR on MOOCs
Todd Tauber
VP Learning Research | Bersin by Deloitte
Deloitte Consulting LLP
@toddtauber
September 2014
The short story on what MOOCs really mean for L&D

Copyright © 2014 Deloitte Development 1 The TLDR on MOOCs LLC. All rights reserved.
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TLDR
Literally: “Too long; didn't read”.
Said whenever a nerd makes a post that is too long to bother reading.
Urban Dictionary
Source: Urban Dictionary, 7/2014

Agenda
1
WTH is a MOOC
A new way to package learning for reach + collaboration.
2
The TLDR on MOOCs
MOOCs have 3 main uses in enterprise learning.
3
What next
Crawl first. Then walk. Run later.
4
Wrapping up
MOOCs are still evolving. No one has it all figured out.

WTH is a MOOC MOOCS are a popular new kind of online learning; They’re cohort-based and semi-synchronous; They’re built to connect large, spread-out groups; Your employees are probably using them right now

The traditional, academic definition of a MOOC doesn’t quite work for workforce learning
Massive
Open
Online
Courses
Most employers don’t need to reach 100,000+ people
Many employers don’t want all their training to be open
Good workforce learning also happens offline
The workforce increasingly learns informally, too
Source: Bersin by Deloitte, 8/2014

The elements are not new; the package is
Cohort-based + semi-synchronous + blended (mostly online) learning
Technology
Content
Collaboration
Commerce
+
Pedagogy
+
Authoring
+
Delivery
+
Video
+
Text
+
Assessments
+
Projects
+
Feedback
+
Discussions
+
Group activities
+
Marketplaces
+
Payments
+
User marketing

MOOCs are built for collaborative learning and scale
connections
reach
Live training
Virtual training
MOOCs
e-learning
Social learning

MOOCs are still very new to enterprise learning
Source: Google search trends, 8/2014; The New York Times, The Year of the MOOC, 11/2012; The New York Times, After Setbacks, Online Courses Are Rethought, 12/2013
Stanford Introduction to Artificial Intelligence MOOC (160,000 people, 190 countries)
The New York Times calls 2012 “Year of the MOOC”
San Jose State University puts MOOC project on hold
MOOC providers announce corporate learning initiatives
Jul-10
Jan-11
Jul-11
Jan-12
Jul-12
Jan-13
Jul-13
Jan-14
Jul-14
Search interest in “MOOCs”
(relative to the highest point on the chart)

Businesses are starting to explore MOOCs
Almost 80% of enterprise learning leaders told us they are actively interested in exploring MOOC offerings and applications
79%
Source: Bersin by Deloitte, Corporate MOOCs survey, 1/2014

Despite curiosity, inertia still prevails
Source: Bersin by Deloitte, Corporate MOOCs survey, 1/2014; Harvard Business Publishing, Leadership Development Predictions for 2014, 1/2014
44% of L&D organizations tell us they’re experimenting with MOOCs…
Experimenting
Using
MOOCs
but fewer than 10% report using MOOCs in their learning programs on a regular basis
44%
8%

Familiarity and experience are still scarce
That’s less than half the 65% familiar with using web conferencing technology for training
Only 27% of corporate learning leaders are familiar with MOOCs
0%
100%
Source: Harvard Business Publishing, Survey Reveals Striking Lack of Confidence in Leadership Capability of Global Organizations, 9/2013

The MOOC ecosystem is still taking shape
DIY platforms (20+)  Build-host-deliver
Service and tool providers  Consultants, developers, support
Individuals
Teams
SMBs
Enterprises
Content providers (100+)
•
Universities
•
Corporations
•
Professional services
•
Non-profits/NGOs
•
Authors/experts
Marketplaces (2+)
•
Build-host-deliver + commerce + marketing
MOOC “publishers” (20+)
•
Produce, package and “publish” third-party content
•
Custom services and engagement models
Content
Production
Consumption

L&D organizations are struggling to understand how to harness – and control – MOOCs
Barriers to MOOC acceptance/adoption
Source: Bersin by Deloitte, The TLDR on MOOCs, 8/2014 Q: What are the main barriers to acceptance or adoption of MOOCs in your organization? (check all that apply)
80%
13%
30%
38%
39%
39%
49%
69%
Something else
Issues with the format (e.g. course length)
We don’t know how to get started
Questions about the relevance or quality of content
Lack of budget, resources or support
Concerns about IT issues (e.g. security, SSO)
Challenges integrating / tracking with L&D infrastructure
Low awareness or familiarity with offerings
?

Meanwhile, the workforce keeps flocking to MOOCs
1.6m
2.5m
3.0m
3.0m
9.0m
4.0m
5.0m
5.0m
10.0m
19.0m
5
4
3
2
#1
5
4
3
2
#1
Total number of licensed or registered users
5 largest providers in…  Enterprise learning solutions  MOOCs
Source: Company web sites, press releases and marketing literature, 8/2014
Established enterprise learning solutions
Massive, open, online course providers

The TLDR on MOOCs MOOCs are finding external as well as internal uses; They are not the solution to every problem in L&D; They have several big benefits …as well as limitations; And their impact goes way beyond just free courses

MOOCs have found 3 main uses in enterprise L&D
Acquiring
talent
•
Educating future workforce
•
Onboarding new hires
•
Crowdsourcing expertise
Aquent Gymnasium
Building
capabilities
•
Self-directed development
•
Certifications
•
Training employees
•
Managing change
Datalogix DLX U
Enabling
business
•
Brand marketing and PR
•
Educating consumers / users
•
Training customers or partners
•
Generating revenue
openSAP University

Most learning leaders see only part of the potential
L&D plans to leverage MOOCs for…
7%
23%
25%
85%
Something else
Acquiring or onboarding new talent
Educating our customer and/or partner ecosystem
Building or refreshing our employees’ skills
Source: Bersin by Deloitte, The TLDR on MOOCs, 8/2014
Q: How do you think your organization will leverage MOOCs over the next 12 to 24 months? (check all that apply)

35%
35%
38%
41%
65%
Build custom academies with university partner
Low-cost technical skills development
Customized curricula for professional employees
Certifying employee professional development
Low-cost professional skills development
There are 2 main attractions: “low-cost” and “skills”
What will the value of MOOCs be for your organization?
Source: Bersin by Deloitte, Corporate MOOCs survey, 1/2014
Low-cost professional skills development
Customized curricula for professional employees
Certifying employee professional development
Low-cost technology skills development
Build custom academies with university partners

Open does not mean free
Source: Bersin by Deloitte interviews with MOOC providers and customers, 8/2014
Courses
Certification
as-a-Service
Custom
$0 to $99
per course per person
(for most courses)
$30 to $3,000
per certification
(or certificate)
$100 to $500+
per person per year
(discounted for volume)
$20,000 to $50,000
to develop each course
(maybe less, maybe more)

The MOOC approach has several benefits
Reach
•
Ethicon attracted 2x as many people to its bariatric surgery MOOC as they reached through in-person educational events in the previous three years.
Simplicity
•
Learners can usually find, sign-up for and get into a MOOC in minutes (or less). Organizations can be up and running in as little as one day.
Speed
•
Many providers focus on up-to-date workforce topics. When Apple launched its new Swift programming language, Udemy had courses out within days.
Interaction
•
openSAP attributes up to 50% of the learning in their courses to peer discussion. And in one NovoEd course, 10% were still active in forums 6-months later..
Source: Bersin by Deloitte interviews with MOOC providers and customers, 8/2014;
ExtensionEngine blog, 5 Signs That a Corporate MOOC is Right For You, 7/2014;

MOOCs still face challenges to acceptance in L&D …but they are adapting
Readiness
•
Many L&D professionals still resist online learning or are still unfamiliar with MOOCs and their uses… but information, education and experience are growing.
Relevance
•
Many early courses were irrelevant to enterprise L&D needs… but many MOOC providers are now better targeting content at professionals and corporations.
Integration
•
Integration with enterprise learning infrastructure and processes was an after-thought… but many providers are now adding tools, features and services.
Engagement
•
Many courses are too long and academic to keep working people interested… but courses are getting shorter and production quality is improving.

90%+ drop-out rates might not matter after all …but intent, job relevance and good design do
In 17 edX MOOCs run in 2012 and 2013…
Source: Harvard Gazette, Harvard and MIT Release Working Papers on Open Online Learning, 1/2014;
Bersin by Deloitte interviews with MOOC providers and customers, 8/2014
9%
65%
841k
Registered
Started
Viewed only
select content
Viewed 50%+
of the content
Earned a
certificate
56%
Many workers
only want to learn
specific things…
completion rates for shorter,
targeted MOOCs can reach
20% to 30% (or more)…
and feedback, support
and peer-to-peer interaction
also help drive completion
5%

MOOCs' impact extends beyond MOOCs
Democratizing content
MOOCs are enabling individual experts and authors, companies, non-profit organizations and even employees to create and deliver learning content.
Re-shaping design
MOOCs are starting to influence the look and feel of more established learning technology, content and experiences.
Expanding the pie
MOOCs are making training available to people, teams and organizations that haven’t traditionally had the capabilities or appetite to buy and manage “industrial-strength” learning infrastructure.

What next Do your homework; Crawl first; Then walk; Run later, if/when you’re ready

Learn about the pitfalls as well as the possibilities
Bersin by Deloitte
•
The impact of the MOOC market on corporate training
•
Seven ways organizations are using MOOCs
•MOOCs teach corporations about new opportunities
•MOOCs: Not disruptive yet, but the future looks bright
Online resources
•
Balloon (Apollo Lightspeed)
•
Class Central
•
CourseBuffet
•
CourseTalk
•
Degreed
•
Knollop
•
MOOC List
•
MOOCs News and Reviews
•
MOOCs.com
•
SkillAcademy
•
SkilledUp
•
SlideRule
Other research
•
Knowledge@Wharton
•
University of Pennsylvania GSE
•
Harvard University and MIT
•
Teachers College, Columbia University
•
Intrepid Learning Solutions
•
Katy Jordan at Open University
•
MOOCS@Work
•
Toward Maturity
•
CapitalWave

Get to know the MOOC providers and their offerings
A
B
C
D
E
Others
Academic/enrichment
Business/professional skills
Leadership and management
Sales and marketing
Soft skills
Technology
Desktop IT
Compliance
Source: Degreed Inc., Custom analysis of course data from 12 MOOC providers for Bersin by Deloitte, 7/2014
* Excludes non English-language courses
Share of courses by topic
4,515
678
212
41
38
1,127
number of courses offered:

Explore your options
5 ways to implement MOOCs in your organization
Off-the-shelf
Do-it-yourself
Customize and adapt
Custom design/build
Sponsorships& partnerships
Courses and
programs
Infrastructure
Content
+
Infrastructure
Infrastructure
+
Services
Content
+
Infrastructure
+
Services

Experiment like an entrepreneur
The lean and agile way…
…not the “traditional” way
Opinion
Idea
Analysis
Decision
Plan
Design
Build
Launch
Idea
Experiment
Learn
Experiment
Learn
Experiment
Learn
Build
resources

Save the complex, expensive stuff until you (and your organization) are ready
resources
time
Off-the-shelf
Do-it-yourself
Adapt/customize
Custom design/build
Sponsorships
& partnerships

Wrapping up What’s next The TLDR on the TLDR Any questions?

Enterprise learning teams are still taking a very cautious approach to using MOOCs
L&D plans for MOOCs in the next 2 years
0%
7%
8%
8%
13%
13%
51%
Work with MOOC providers or consultants to custom-build
No plans or intention to use
Direct employees to relevant MOOC offerings
Use MOOC platforms and tools to build our own
Incorporate MOOCs into our programs and catalogs
Adapt MOOC approaches/content using existing L&D tools
No specific plans, but we might consider MOOCs
Q: How do you think your organization will leverage MOOCs in the next 24 months? (check only one)

Corporations are beginning to budget for MOOCs
L&D investment plans for MOOCs in the next 2 years
17%
53%
14%
8%
8%
$0
Less than
$10,000
$10,000 to
$50,000
$50,000 to
$100,000
More than
$100,000
Source: Bersin by Deloitte / Udemy for Organizations, The Emergence of MOOCs, 9/2014
Q: How much money do you think your organization will invest in MOOCs over the next two years?

L&D teams are not the only sources of funding for enterprise investments in MOOCs
Sources of funding for corporate investments in MOOCs
30%
3%
7%
10%
23%
43%
n/a - We won't be spending on MOOCs
Individual employees
Team managers
HR/benefits (tuition reimbursement)
Business or function leaders
Training or leadership budgets
Q: Where will the funding come from to support your investments in MOOCs, if any? (check all that apply)

The TLDR on the TLDR
1
MOOCs are a new tool in the learning toolbox
…they impact L&D whether you use them or not
2
MOOCs have many uses in enterprise learning
…but they are not the solution for every problem
3
MOOCs are still evolving; there is no set “playbook”
…experiment to figure out if / how they work for you

One more thing…
Anyone who says they’ve figured this stuff out is wrong. Anyone who condemns it is wrong. And anyone who says it’s the salvation of the world is wrong.
Sree Sreenivasan
Chief Digital Officer, Metropolitan Museum of Art
(former Chief Digital Officer, Columbia University)
Source: Chief Digital Officer Club, Harvard Quality with BuzzFeed Agility – Chief Digital Officers Explore Digital Disruption in Education, 2/2014

Any questions
Todd Tauber
VP Learning Research | Bersin by Deloitte
ttauber@deloitte.com
@toddtauber

About Deloitte As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2014 Deloitte Development LLC. All rights reserved. 36 USC 220506 Member of Deloitte Touche Tohmatsu Limited
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

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