Learning Management         Systems 2011                              Executive Summary                                   ...
Learning Management Systems 2011: Executive Summary                                2The Bersin & AssociatesMembership Prog...
Learning Management Systems 2011: Executive Summary                               3TABLE OF CONTENTSIntroduction	4     We ...
Learning Management Systems 2011: Executive Summary                              4                             Introductio...
Learning Management Systems 2011: Executive Summary                              5LMS selection methodology (see section, ...
Learning Management Systems 2011: Executive Summary                              6                          Key Questions ...
Learning Management Systems 2011: Executive Summary                              7                            Highlighted ...
Learning Management Systems 2011: Executive Summary                                                                       ...
Learning Management Systems 2011: Executive Summary                                    9                         If you re...
Learning Management Systems 2011: Executive Summary                              10                            3. The LMS ...
Learning Management Systems 2011: Executive Summary                                      11                             7....
Learning Management Systems 2011: Executive Summary                                     12Economic conditions, advances in...
Learning Management Systems 2011: Executive Summary                                      13                              F...
Learning Management Systems 2011: Executive Summary                              14                               Of cours...
Learning Management Systems 2011: Executive Summary                                              15                       ...
Learning Management Systems 2011: Executive Summary                              16                              As the ma...
Learning Management Systems 2011: Executive Summary                              17Research MethodologyBersin  Associates ...
Learning Management Systems 2011: Executive Summary                                     18                               L...
Learning Management Systems 2011: Executive Summary                                     19Figure 4: Solution Providers at ...
Learning Management Systems 2011: Executive Summary                                      20How to Obtain This ResearchThe ...
Learning Management Systems 2011: Executive Summary                              21  Appendix I: Table of FiguresFigure 1:...
Learning Management Systems 2011: Executive Summary                              22About UsBersin  Associates is the only ...
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Learning management systems

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The goal of this report is
to help corporate buyers
understand the learning
systems market, identify
key provider solutions,
and plan for a successful
implementation and longterm rollout.

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  1. 1. Learning Management Systems 2011 Executive Summary David Mallon, Principal Analyst December 2010 © BERSIN & A SSOCIATES EX ECU TIV E SU M M A RY | V. 1. 0
  2. 2. Learning Management Systems 2011: Executive Summary 2The Bersin & AssociatesMembership ProgramThis document is part of the Bersin & Associates Research Library. Our researchis provided exclusively to organizational members of the Bersin & AssociatesResearch Program. Member organizations have access to the largest libraryof learning and talent management related research available. In addition,members also receive a variety of products and services to enable talent-relatedtransformation within their organizations, including:• Research – Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies;• Benchmarking – These services cover a wide spectrum of HR and LD metrics, customized by industry and company size;• Tools – Comprehensive tools for HR and LD professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management and measurement;• Analyst Support – Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research;• Strategic Advisory Services – Expert support for custom-tailored projects;• Member Roundtables® – A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and best practices; and,• IMPACT® Conference: The Business Of Talent – Attendance at special sessions of our annual, best-practices IMPACT® conference.• Workshops – Bersin Associates analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform and inspire HR and LD professionals and leaders.For more information about our membership program, please visit usat www.bersin.com/membership.Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  3. 3. Learning Management Systems 2011: Executive Summary 3TABLE OF CONTENTSIntroduction 4 We Welcome Your Feedback 5Key Questions Addressed in This Report 6Highlighted Findings 7 Fragmentation and Specialization 7 Key Findings 9 Market Growth and Globalization 12Collaborative People Systems: A New Worldof Corporate HR Platforms 15Research Methodology 17Learning System Solution Providers 18How to Obtain This Research 20Appendix I: Table of Figures 21About Us 22About This Research 22Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  4. 4. Learning Management Systems 2011: Executive Summary 4 Introduction Is the Learning Management System Dead? That is a question that has been asked and argued over a great deal KEY POINT across the learning industry in the past couple of years. SubstantialThe goal of this report is business pressures, new technologies and renewed understanding of howto help corporate buyers people learn are all forcing learning functions to question what they do and how they do it. Given the central role that the learning managementunderstand the learning system (LMS) has played in the recent history of LD, it is not surprisingsystems market, identify that it is squarely in the crosshairs of those who are ready to move onkey provider solutions, completely from traditional notions of corporate employee development.and plan for a successful Of course, deep and longstanding dissatisfaction with these systems doesimplementation and long- nothing to help their cause.term rollout. We are here to tell you that these systems are alive. That said, whether or not we can pronounce them “well” remains to be seen. Organizations can and are driving real business value from these systems. But what constitutes a “learning management system” is changing – sufficiently and significantly enough to warrant an honest discussion as to whether or not we need a new name (or names) going forward. These changes also mean that potential future value may not necessarily be derived in the same ways as in the past. In this report we will provide you with the latest state of learning systems, both what the landscape looks like today and where it is going. This report contains a detailed review of the LMS and related markets, including a discussion of market trends, profiles of the top providers and our proprietary Market Maps® to help buyers understand the positioning of providers. The goal of this report is to help corporate buyers understand the learning systems market, identify key provider solutions, and plan for a successful implementation and long-term rollout. This report has many resources to help you find the “short list” of LMS providers that would best meet your company’s needs. It does not, however, provide a ranking of providers. We believe our role is to help buyers understand the strengths and weaknesses of different providers, so that they can quickly determine the short list of solutions that best meet their needs. From there, we strongly urge buyers to follow our Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  5. 5. Learning Management Systems 2011: Executive Summary 5LMS selection methodology (see section, “Selecting an LMS”), or hire aconsulting firm to help make the final decision and withthe implementation.In addition, this report does not review every provider in the market.Rather, we have used our insights and market research to focus onmarket leaders – providers that we feel are likely to be successful overthe long term.The information included in this report comes from a variety of sources,including interviews with corporate buyers, briefings with providers andquantitative research. Sources are footnoted where appropriate.We Welcome Your FeedbackOn a personal note, we hope you find this report educational andvaluable regardless of where you are in the LMS journey (and it isa journey). Learning management systems can be one of the mostvaluable and strategic tools in your corporate arsenal – or they can bean expensive and frustrating headache. Our goal is to make sure you seeyour LMS as the former and not the latter. As with all of our research, wewelcome your comments and feedback at any time.David MallonPrincipal Analyst, LearningBersin Associates © December 2010 • Not for Distribution • Licensed Material
  6. 6. Learning Management Systems 2011: Executive Summary 6 Key Questions Addressed in This Report This report will answer the most frequently asked questions on topics KEY POINT related to learning systems, including a comprehensive look at learningThe Learning Management management systems and a broader look at newer social learningSystems 2011 industry environments.study will answer the • What is the current state of organizations’ learning managementmost frequently asked systems? What systems do they currently have and how are theyquestions on topics integrating these systems into larger technology and HR infrastructures?related to learningsystems. • What is a talent management suite? What features and functions are included? What are the underlying architectures required for success? • What is a social learning environment? What features and functions are included? What are the underlying architectures required for success? • Which solution providers offer learning management suites? Which offer social learning environments? How well do they support a truly integrated platform and core application functionality? How do the solution providers and their products differ? • Given today’s HR and systems environment, how does an organization select the right solution? • What are the business drivers for implementing a learning system? How does one cost-justify such a system? • What are the most prevalent approaches to implementing a learning system? What are the best practices for implementation, governance, rollout and change management? • What should organizations expect from the next generation of learning systems? Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  7. 7. Learning Management Systems 2011: Executive Summary 7 Highlighted Findings In our last LMS study, the keywords to describe this market were – growth, expansion and evolution, the same three words as for the report before that. Well, this time things have changed. The keywords for 2011 are – fragmentation, specialization and globalization. Fragmentation and Specialization All companies of all sizes need some form of training and learning management system – these systems manage the business-critical work of training employees, customers, partners and resellers. This circumstance is why most companies already have at least one, or several in the case of many larger organizations. This fact helps to explain why the market for learning management systems is one of the oldest and most mature of all of the various HR technology platforms. With that maturity comes an overall commoditization of the basic KEY POINT features and functions; almost all systems can handle most e-learningThe market for learning and training administration needs. That maturity also brings a wealth ofmanagement systems veteran, savvy providers – providers with established customer bases and effective mechanisms for understanding what their customers want.in relatively matureand increasingly On the other hand, what the maturity does not guarantee is successfulcommoditized. Most realization of those customer needs; many buyers remain generally frustrated with their systems. Nor does this maturity beget overall marketsystems can accommodate stability. In fact, this market is under extreme evolutionary pressures,most basic functionality. including the race to integrate HR processes across the organization and the race to make these systems into spaces for collaboration. In response, the market is essentially splintering into separate but overlapping spaces as follows: 1. Integrated Talent Management Suites – Such as Cornerstone, Oracle, Plateau, Saba, SumTotal, Taleo / Learn.com, TEDS, SAP, et al; 2. Social Learning Platforms – Such as Bloomfire, Expertus, Jambok, OutStart Participate, and Q2 Learning, just to name a few; and, 3. Specialists in: Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  8. 8. Learning Management Systems 2011: Executive Summary 8 a. Industry verticals with unique needs, such as healthcare (e.g., HealthStream; MC Strategies, part of Elsevier; and, NetLearning, part of Cengage) or energy (e.g., RISC); b. Audiences with unique needs, such as the extended enterprise or compliance-heavy work environments (e.g., CertPoint, EMTRAIN, Gen21, GeoLearning or Strategia ), and c. Cross-over delivery methods include mobile learning (e.g., Intuition, On Point Digital and OutStart). Of course, most of these providers (with the exception of some of the dedicated social learning platforms) support the basics of general employee development. The lines between these segments are blurry; many of the above providers work in two or all three groups. A N A LY S I S Figure 1: D’Evolution of the LMS Market?This market is underextreme evolutionary Collaborative Peoplepressures, including Managementthe race to integrateHR processes across the Audience / Content Social Talentorganization and the Specialists Learning Management Regulatory Compliance, Industry Communities of Practice, Performance Managementrace to make these Verticals, Customers Partners Content, Knowledge-Sharing Competency Mgmt., Successionsystems into spaces Corporate Learning Applicationfor collaboration. Integrated with Other Learning Components ERP, HR and Application Integration COMMODITIZED e-Learning Platform Make e-Learning Possible Make e-Learning Easy Training Management System Automate the Process of Instructor-Led Training Source: “Learning Systems,” Bersin Associates, 2010. Source: Bersin Associates, 2010. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  9. 9. Learning Management Systems 2011: Executive Summary 9 If you read our last study1, you might recognize Figure 1. We used a somewhat different version of this chart to illustrate the evolutionary paths (social learning and talent management) present in the LMS market at the time. Those paths are still there; the question today is how much longer will this conversation be about one market taking several different paths or, instead, be about several discrete markets? Of Note: Very few providers interviewed for this study were willing to say that they were focusing on traditional general-purpose corporate learning as their core target market strategy. Almost all took great pains to attach themselves to one of the three submarkets noted in the above list. We can only conclude that market forces (in other words, you – the buyer) are telling them that full credit will not be given for just being a traditional LMS. Key Findings Here are other key findings from this year’s study. 1. The Market Is Shrinking in Number of Providers at the Top End. The fastest growing of these three splinter segments, integrated talent KEY POINT management is definitely here to stay. As talent management adoptionAs talent management grows, the market for talent management suites is consuming a majoradoption grows, the portion of the LMS market, especially for larger organizations;market for talent it is driving intense and high-profile consolidation at the top end of the LMS market.management suitesis consuming a major 2. Yet the Market Is Growing in Number ofportion of the LMSmarket, especially for Providers Overall.larger organizations. Despite all of this consolidation activity, oddly enough, the overall number of providers in the LMS space is experiencing a marked upswing. A major influx of new companies is entering the market at the bottom. 1 For more information, Learning Management Systems 2009: Facts, Practical Analysis, Trends and Provider Profiles, Bersin Associates / Josh Bersin, Chris Howard, Karen O’Leonard and David Mallon, April 2009. Available to research members at www.bersin.com/library or for purchase at www.bersin.com/lms. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  10. 10. Learning Management Systems 2011: Executive Summary 10 3. The LMS Market Has Not Been Immune to the Economic Downturn. Growth Slowed Considerably in 2009. Elongated Sales Cycles Are Likely Here to Stay. In 2009, the market for North American-focused LMS providers grew only to $852 million,2 a meager 1.4 percent. The global growth rate was only just more than three percent. 4. This Is a Global Market. Non-North American Business Is a Major Source of Market Momentum. We are seeing marked growth in both adoption of learning management KEY POINT systems in the rest of the world and growth in provider native to these.In 2009, the market for In 2010, approximately two-thirds of overall LMS revenue will come fromNorth American-focused North America and one-third from elsewhere. That ratio is changing in favor of regions outside of North America.LMS providers grew onlyto $852 million, a meager 5. The Market Leaders Remain the Same, with1.4 percent. The globalgrowth rate was only just One Exception. Blackboard, the Dominantmore than three percent. Provider in Education Is Now a Leader for Enterprise Learning, As Well. Despite the instability in the market overall, the market leaders (established providers with more than three percent of market share) remain substantially the same as in previous studies. The lone new entrant into the market leader circle is another powerhouse company, Blackboard. 6. Vertical Specialists, Especially in Healthcare, Are Now Major Players. Continuing on the themes of fragmentation and specialization, some providers are making significant headway specializing in the unique needs of particular verticals. Nowhere is this trend more in evidence than in healthcare. 2 Revised since last publication. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  11. 11. Learning Management Systems 2011: Executive Summary 11 7. The More Things Change, the More They Stay the Same (Part 1) – “e-Learning” and “Better Training Administration” Still Dominate Purchase Drivers for Learning Management Systems. While trends toward talent management and continuous learning are very much the future of this space, the major business drivers that actually have most buyers making a purchase remain the same as in our past studies – the basics. 8. The More Things Change, the More They Stay the Same (Part 2) – The LMS Continues to Have the Highest Percentage of Dissatisfied Customers of Any HR System. Reporting, customizations, integrations and usability are still the primary A N A LY S I S challenges with these systems.Reporting,customizations, 9. Adaptability Is Now a Critical Market Driver forintegrations and usability Learning Systems. SaaS Takes over the Enterprise.are still the primary Platform-as-a-Service and “Cloud-Computing”challenges with Come to the LMS.these systems. Helping to address the issues of customization and integration, the concept that we can call adaptability3 and its supporting partner, SaaS are now critical market drivers for learning and talent management systems. Staying power in the market over the long term will increasingly come from the level of adaptability offered. 10. Continuous Learning Is Becoming the Driving Force for Corporate LD, Leading Many to Wonder about the Long-Term Need for the Traditional LMS. 3 For more information, Adaptive Talent and Learning Platforms How Software as a Service Is Changing the Markets for Talent and Learning Systems, Bersin Associates / David Mallon, February 2010. Available to research members at www.bersin.com/library. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  12. 12. Learning Management Systems 2011: Executive Summary 12Economic conditions, advances in technology and changes in workforcescontinue to force learning organizations to evolve into enablers andbrokers of learning, not just sources of formal programs. We expect tosee an ever-increasing focus on helping learners serve their own needsthrough on-demand learning environments, knowledge-sharingand collaboration.Market Growth and Globalization4As one of the most mature of HR systems segments, the LMS market hasgrown considerably over the last few years.In 2004 (when we published our first report on the U.S. market), weforecast North American-focused5 LMS provider revenues at $380 million.By 2008, that number had increased to $840 million6. But then in 2009,as the troubles in the global economy took hold, the North American-focused market grew only to $852 million,7 a meager 1.4 percent (seeFigure 2).4 Unless otherwise explicitly noted, all revenue numbers in this report can be assumedto refer only to revenue specifically derived from a learning systems platform.5 North American revenue estimates include all revenue for providers for which NorthAmerica is a primary market. In other words, these numbers include revenue earnedoutside of North America by providers covered in this study. We believe the providerscovered in this study account for at least 90 percent of the total market for NorthAmerican-focused providers and we believe North American-focused providersaccount for approximately 80 percent of the total worldwide market for learningmanagement systems.6 Revised since last publication.7 Ibid.Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  13. 13. Learning Management Systems 2011: Executive Summary 13 Figure 2: LMS Market Growth – 2008 to 2011 $1,200 $1,161 $1,100 $1,046 $1,000 $972 $951 $922 $925 In Millions $900 $852 $840 $800 $700 $600 2008 2009 2010 Estimated 2011 Projected LMS (North America) LMS Global Source: Bersin Associates, 2010. This year, many of the purchases that were delayed last year were A N A LY S I S actually finished. This pent-up activity helps to explain a healthy upswingWe estimate that the in 2010 of roughly nine percent ($925 million). Not all is well just yet,global LMS market however. Signs point to slower growth for North American-focusedwill grow 9.9 percent revenues in 2011 (between $944 and $972 million, two percent to five percent, respectively).in 2010 and will growapproximately 11 percent Compare these numbers to the same timeframe for the overall globalin 2011. market and you can begin to see one of the major sources of growth in the space going forward. Between 2008 and 2009, the global market grew at a similar anemic clip, 3.2 percent. This year, global growth is likely to reach approximately 10 percent, not too different from North America. Next year, however, the global market will likely sustain a more healthy growth rate of between seven percent and 11 percent overall. In Figure 6, we breakout the percentage of overall revenue attributed to each region by the providers that took part in this study. We are confident in predicting that all three other regions will grow in relative percentage, as compared with North America in the next iteration of this study. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  14. 14. Learning Management Systems 2011: Executive Summary 14 Of course the biggest factor in the slowdown of the market in 2009 KEY POINT was the global economy, but there are other factors, as well. TheSigns point to slower saturation in the market for large and global enterprises, along with thegrowth for North commoditization of learning management systems, are also partly to blame. This is very much a buyer’s market; multiple providers compete forAmerican-focused most contracts, putting pressure on providers to keep pricing moderate.revenues in 2011(between $944 and $972 Overall, approximately 40 percent of U.S. training organizations reported that they have an LMS installed, a figure that has not changedmillion, two percent to significantly over the past three years. Rather than indicating a slowdownfive percent, respectively). in LMS buying, we see this leveling off as a sign of market maturity. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  15. 15. Learning Management Systems 2011: Executive Summary 15 Collaborative People Systems: A New World of Corporate HR Platforms The market for corporate HR platforms is rapidly changing. Once considered a set of tools to manage employee records, payroll, benefits and other administrative data, today’s HR organizations are implementing software designed to help employees, managers, HR and business executives manage their business better. These new platforms, called “talent management systems” today, are KEY POINT evolving into what we call “people management systems” – software“People management platforms that manage all the employee, managerial and professionalsystems” are software needs of the workforce. Driven by a common employee profile (the rich directory of every employee’s detailed information), they can now beplatforms that manage all used for talent management, collaboration and knowledge-sharing, asthe employee, managerial well as core payroll and employee administration.and professional needs ofthe workforce. Figure 3: The New Workforce, the New Workplace Workforce Workplace Multigenerational Interconnected Global Dynamic Interconnected Performance-driven Mobile New Leadership Transient More Specialized New Models for Career New Models for HR Candidate Peer Manager Partner Mentor Customer Employee Source: Bersin Associates, 2010. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  16. 16. Learning Management Systems 2011: Executive Summary 16 As the market for talent management software has grown, so has the definition of talent management itself. We see the talent management market rapidly shifting toward what we call “people management” – an expansion of features and capabilities to take on all aspects of the employee lifecycle. HR software vendors see this opportunity for integration, and many are A N A LY S I S rapidly building and buying collaboration solutions for their platforms.We expect to see While there is no “perfect” collaboration solution in the market yet, weintegrated systems expect to see integrated systems for collaboration, knowledge-sharing,for collaboration, employee directory and a wide variety of other collaborative solutionsknowledge-sharing, built right into the people management platform.employee directory and If you have not yet considered collaboration and social networking aa wide variety of other part of your HR and LMS systems strategy, now is the time. You willcollaborative solutions empower your workforce, improve collaboration and innovation, andbuilt right into the people help transform your organization for the future.management platform. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  17. 17. Learning Management Systems 2011: Executive Summary 17Research MethodologyBersin Associates officially launched our extensive research studyinto this complex and rapidly evolving market in June 2010. Using ourWhatWorks® research methodology, we studied market drivers andtrends, products, and adoption.The Bersin Associates WhatWorks® research methodology iscontinuous, in-depth research into the relevant learning, humanresources and talent management marketplaces8.The following paragraphs describe the approach used to gather andanalyze the research data.• We invited 111 providers of learning systems globally to submit a comprehensive profiling instrument, ultimately analyzing data from 68 providers.• We conducted in-depth briefings with 30 leading providers of learning systems.• We conducted spot customer reference checks on each of the solution providers.• We conducted an extensive, quantitative survey that captured responses on learning system adoption and customer experiences from more approximately 150 learning and development (LD), and information technology professionals during July and August, 2010.• We interviewed thought leaders from consulting firms and several financial analysts to offer additional context, and to provide feedback on our findings in each phase of this research study.• We developed capabilities charts to display the solution providers’ capabilities against a standard set of criteria and the relative strength of their solutions in the solution provider landscape. (See section, “Appendix III: Solution Provider Capabilities Charts.”)8 For more information, please visit www.bersin.com/research/index.asp.Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  18. 18. Learning Management Systems 2011: Executive Summary 18 Learning System Solution Providers At the start of this project, we identified more than 200 providers out of what we believe to be between 300 and 500 providers worldwide. We know that there are likely quite a few more, especially in emerging markets. We chose to invite 111 to participate. We have used our insights and market research to focus on global market leaders – providers that we feel are likely to be successful over the long term. Figure 4 offers a list of the solution providers with data in this industry report.Figure 4: Solution Providers at Least Partially Covered in This Study Allen Communications Accenture ACS (part of Xerox) Learning Services American Research Institute Ancile Solutions (formerly RWD) Avilar Blackboard Blatant Media Business Training Library Cegos Group CertPoint Cezanne Software Competentum Cornerstone OnDemand E2Train ElementK Elogic Learning Emtrain eXaCT Learning Solutions Epath Learning Gen21 (formerly Giunti Labs) GeoLearning GeoMetrix Gyrus Systems Halogen Healthstream HRsmart Learn.com (recently acquired imc Intuition by Taleo) Learnshare Bloomfire MC Strategies Inc. MediaDefined Meridian KSI Mzinga NetDimensions NetLearning Onpoint Digital Operitel Oracle PeopleSoft (part of Oracle) Source: Bersin Associates, 2010. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  19. 19. Learning Management Systems 2011: Executive Summary 19Figure 4: Solution Providers at Least Partially Covered in This Study (Cont’d)Orchestrata (formerly Beeline) OutStart Plateau REDTRAY Reliant RISC Saba SAP SilkRoad Softscape (recently acquired SkillSoft StepStone by SumTotal) Strategia SumTotal Talent2 Tata Interactive Systems Technomedia TEDS ThinkingCap Time4You Trivantis Ultimate Software Upside Learning Solutions Pvt. Ltd. WBT Systems Source: Bersin Associates, 2010. Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  20. 20. Learning Management Systems 2011: Executive Summary 20How to Obtain This ResearchThe full industry study is available for purchase at www.bersin.com/lms orthrough the Bersin Associates research membership program9. We willbe presenting highlights of this research at webinars and other eventsthroughout the coming year.If you are interested in benchmarking your organization against thebest practices developed in this industry study, please contact us. OurWhatWorks® Benchmark service10 will provide your organization withthe data, recommendations and strategic insights to determine the bestcourse of action to maximize the efficiency and effectiveness of yourtalent management strategy.For more information on our research membership and advisory services,please contact us at (510) 251-4400.9 For more information on our research membership program, please visitwww.bersin.com/membership.10 Bersin Associates provides advisory services to help readers understand and usethis information to create a world-class training organization. Please contact us at info@bersin.com or visit www.bersin.com/benchmarking for more information onour benchmarking services.Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  21. 21. Learning Management Systems 2011: Executive Summary 21 Appendix I: Table of FiguresFigure 1: D’Evolution of the LMS Market? 8Figure 2: LMS Market Growth – 2008 to 2011 13Figure 3: The New Workforce, the New Workplace 15Figure 4: Solution Providers at Least Partially Covered in This Study 18 Bersin Associates © December 2010 • Not for Distribution • Licensed Material
  22. 22. Learning Management Systems 2011: Executive Summary 22About UsBersin Associates is the only research and advisory consulting firmfocused solely on WhatWorks® research in enterprise learning andtalent management. With more than 25 years of experience in enterpriselearning, technology and HR business processes, Bersin Associatesprovides actionable, research-based services to help learning and HRmanagers and executives improve operational effectiveness andbusiness impact.Bersin Associates research members gain access to a comprehensivelibrary of best practices, case studies, benchmarks and in-depth marketanalyses designed to help executives and practitioners make fast, effectivedecisions. Member benefits include: in-depth advisory services, access toproprietary webcasts and industry user groups, strategic workshops, andstrategic consulting to improve operational effectiveness and businessalignment. More than 3,500 organizations in a wide range of industriesbenefit from Bersin Associates research and services.Bersin Associates can be reached at http://www.bersin.com or at(510) 347-4300.About This ResearchCopyright © 2010 Bersin Associates. All rights reserved. WhatWorks®and related names such as Rapid e-Learning: WhatWorks® and TheHigh-Impact Learning Organization® are registered trademarks ofBersin Associates. No materials from this study can be duplicated,copied, republished, or reused without written permission from Bersin Associates. The information and forecasts contained in this report reflectthe research and studied opinions of Bersin Associates analysts.Bersin Associates © December 2010 • Not for Distribution • Licensed Material

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