Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.

1. Delivering a
Transformational
L&D Strategy
Mike Stacy
SVP Enterprise, Aptara
Richard P. Taylor
Director, Learning & Performance
GlobalEnglish Corporation

2. Aptara - Transforming Content into Knowledge
.2
Inception 1988
Locations 8 global locations Delivery centers – India, USA
Sales and Business Development – USA, UK, Australia
Segment Content Transformation Solutions - Developing, composing and
transforming (converting) static information into consistent,
dynamic digital content that can be repurposed for future use.
Employees 4,000+
Key Customers
Recognized Brand •Winner of Brandon Hall Awards in 2008 and 2009 for Web Based Training
•Innovator and leader in Learning and Performance custom content development
•Development facilities certified for ISO 9001:2008 and ISO 27001 Security
certifications

3. Deep Horizontal and Vertical Expertise
Professional Service Expertise
Editorial and
Composition
Content
Technology (IT)
Learning and
Performance
Digital
Solutions
Publishing
BFSI
HealthandPharmaceutical
ITandTelecom
Consulting
Government
Legal
AutomotiveandManufacturing
3 Confidential. Not for distribution.

4. 40,000 Sq. ft. and over 500 seating capacity
30 minutes flying time from Mumbai
1,000 hours of courseware developed per year
ISO 9001:2008 and ISO 27001 security certified
Dedicated Learning and Performance Facility

5. 5
Aptara can convert or create your content
Over 1,000 hours of finished WBT YTD
Game Based, Simulations, Social
Learning, Virtual Class Room, and ILT.
 Mobile content development: iPhone,
iTouch, iPad, Android, BlackBerry
Over 500 dedicated learning and
performance resources in multiple
locations
54 million pages of content converted
Multiple eBook formats – ePub, ePDF,
Mobi, VitalSource, Zinio.
Confidential. Not for distribution.

6. A bit about me
6
• Previously
– Training Manager at TIBCO Financial
Technology
– Global Head of Learning at Reuters
– Global Learning Operations Leader at
Cargill
• Currently
– Director, Learning & Performance at
GlobalEnglish
– Frequent presenter at ASTD, Global
Exchanges & CLO events
– Published author on L&D topics
– Client of Aptara multiple times

7. 7
The Business Situation
Making the Business Case
Formulating a Strategic Plan
Choosing the Right Targets
What to Look for in e-Migration partners

8. Globalization forces at
Reuters and Cargill
8

9. 9
How can we reach everyone?
• A Maserati for all = bankruptcy
• Classroom training only top priorities
• eLearning for everything else
– Easy to scale to thousands
– Very low cost
– Controlled message
– Easy to customize
– Easy to edit/update

10. 10
The Business Situation
Making the Business Case
Formulating a Strategic Plan
Choosing the Right Targets
What to Look for in e-Migration partners

11. 11
• Are you finding that your clients want you to
cut costs, but increase the number of people
receiving training?
Yes
No
Not Sure
Poll

12. What is e-Migration?
e-Migration is the gradual, strategic transformation of learning
content from paper-based and classroom formats to online,
interactive, globally accessible, and highly reusable formats.
The potential payoff of e-Migration is huge:
• tremendous cost savings
• faster time-to-market
• availability 24x7
• massive scalability and reusability
• consolidated online content management
• greatly increased options for instructional design (e.g., simulations)
• ease of capturing usage data and online assessment results
12

13. Trends in Learning Delivery
• “…on average students in online learning conditions performed
better than those receiving face-to-face instruction.” - Online Learning
Report US Dept of Education 2008
• Technology is driving down average cost per learning hour
• Learning content is scaling up to reach more people
13
Charts: ASTD “State of the Industry Report” (2009) from “BEST” companies

14. Show Me the Money:
• A study by Caterpillar University showed that e-Learning
delivery methods save between 40% to 80% compared
to classroom costs.
• This could reduce a $100k classroom program to $20k
• And, research shows that classroom and distance-
learning produce similar learning outcomes
14

15. Show Me Even More Money …
• With offshore eLearning development, you can save
even more
– Onshore eLearning partners can charge ~$100/hr
– Offshore eLearning partners can charge ~$40/hr (or less)
– That’s at least 60% savings on eLearning projects
• This could reduce a $20k eLearning program to $8k
• Our original $100k classroom program is now $8k
15

16. 16
The Business Situation
Making the Business Case
Formulating a Strategic Plan
Choosing the Right Targets
What to Look for in e-Migration partners

17. 17
Alignment
I tied my e-Migration strategy to major
corporate goals:
• Driving efficiency
 Digital learning objects are easily reusable
• Valuing all employees
 eLearning scales to everyone
• Wise use of resources
 L&D can be more cost-effective
• Speed
 Increase time-to-delivery
• Productivity
 Increase outputs for same effort

18. 18
Metrics
Then I identified crisp measures to show
progress over time:
• Driving efficiency
– X% of content reused
• Valuing all employees
– X% of employees receiving training
• Wise use of resources
– Savings as X% or net $$
• Speed
– Reduce time-to-delivery by X%
• Productivity
– Global learning hours consumed L&D effort hours

19. Long-term strategic planning
• Once aligned to corporate goals, with appropriate
metrics, I determined where I wanted to be in 3 years
and then worked backward.
 Identify baseline
metrics and e-targets
 Assemble e-team
 Migrate first 10%
 Migrate next 10%
from classroom ILT
 Achieve first 20%
savings in costs
 Efficiency $60 per
learner hour
consumed
 Migrate final 10% of
content to eLearning
 Achieve a total of 60%
savings in costs (from
baseline)
 Efficiency $40 per learner
hour consumed
Event-based learning Process-based learning
 Migrate 10% more
from classroom ILT
 Achieve a total of
40% savings in costs
(from baseline)
 Efficiency $50 per
learner hour
consumed
2006
2009
2008
2007
19

20. 20
How I tracked & reported results: 2006
Financial
Budget recovery: 95%
Efficiency: $66.45/learner hour
L&D spend governed: 11%
Client
Net Promoter Score: ??
Improved Effectiveness: ??
Net Savings (from base): $0
Operations
Quality rating: 88%
Productivity: 2.32/hr output
eLearning as % budget: 2%
People
Engagement Score: 76%
Recognition Awards: 15
PDP completion: ??

21. 21
How I tracked & reported results: 2008
Financial
Budget recovery: 104%
Efficiency: $59.78/learner hour
L&D spend governed: 38%
Client
Net Promoter Score: 44
Improved Effectiveness: 37%
Net Savings (from base): $989k
Operations
Quality rating: 93%
Productivity: 3.35/hr output
eLearning as % budget: 18%
People
Engagement Score: 79%
Recognition Awards: 37
PDP completion: 65%

22. 22
Hazards in e-Migration
• Shifting L&D priorities
– Align to long-term corporate goals
• Limited human resources
– Outsource aggressively
• Weak instructional design
– High quality will buy credibility
• Technical infrastructure
– Proactively engage IT colleagues

23. 23
The Business Situation
Making the Business Case
Formulating a Strategic Plan
Choosing the Right Targets
What to Look for in e-Migration partners

24. 24
E-Migration Criteria
• While nearly any topic or interaction can be
delivered online, a few criteria helped me
identify easy targets and get early wins:
• Scale—potential audience numbers in hundreds or
thousands
• Commoditized—subject matter is established,
stable, and easily packaged
• Need to standardize—different versions need
unification and/or update
• Need to upgrade ID—current delivery method is
boring, disengaging
• Compliance focus—requirement to assess
understanding and/or competency

25. 25

26. Ground Floor Targets:
Fundamental Content
• Safety
• Information Security
• Legal Compliance
• Employee Benefits
• Company History and Values
• Preventing Harassment
• Desktop Tools (MS Office, etc.)
• Fundamentals of Finance
• Business Etiquette
• Email Essentials
• Telephone Skills
• Vocabulary building
• Programming Languages
• Operating Systems & Servers
• Database Management
• Test Prep and Certifications
26

27. Mezzanine Targets:
Processes & Methods
• New Hire Orientation
• Customer Service Skills
• Maintenance and Reliability
• Diversity and Valuing Difference
• Fundamentals of Management
• Accounting
• Marketing & Brand Management
• Behavioral Interviewing
• Sales Techniques
• Language Acquisition
• Project Management
• Metrics and Scorecards
• Strategic Planning & Case Studies
27

28. Pinnacle Targets:
interactive and real-time
• Systems training—fully functional
simulations
• Presentation Skills—live via video
• Team Collaboration—online “ecosystem”
• Difficult Conversations—live role play online
• Negotiation & Listening Skills—real-time
coaching and practice
• Management Skills Training—live online
scenarios, teamwork and feedback
• ESL Practice—writing & pronunciation
• New Product Testing—real-time with
customers
• Leadership Team Meeting—in Second Life
• Dynamic Curriculum Assembly—with user-
defined search criteria
28

29. 29
Deliver the Savings
I killed the classroom/paper version (once
the e-version was ready)

30. 30
The Business Situation
Making the Business Case
Formulating a Strategic Plan
Choosing the Right Targets
What to Look for in e-Migration partners

31. 31
Lessons Learned:
When to Outsource
When …
– time is of the essence, or
– internal resources are already fully deployed, or
– your team lacks the technical expertise, or
– it’s cheaper to outsource (especially offshore)

32. Interface and Background Samples

33. Interface and Background Samples

34. Enterprise Knowledge Portal
Click here to visit the Enterprise Knowledge Portal.

35. mLearning

36. What to Look for in an Offshore Partner
• Cost savings at minimum 40% to 60% vs. onshore vendors
• Automation tools that save time (and pass savings on to you)
• Excellent communication skills, to help bridge time & culture
• Highly skilled instructional design = variety of interactivity and
learning methods
• World-class project management = on deadline, every time
• Constant innovation, leading (not following) industry trends
• Empowers you as client, not luring you into dependency
36

37. The Bottom Line
Great Planning
+ Great Partners
________________
= Great Results
37

38. 38
Corporate Overview