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Using Mobile and Social Technologies to Empower a Business Agility Revolution
 

Using Mobile and Social Technologies to Empower a Business Agility Revolution

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In today’s business environment the ability to quickly respond to market and customer needs is what separates successful organizations from their competitors. With employees and your distribution ...

In today’s business environment the ability to quickly respond to market and customer needs is what separates successful organizations from their competitors. With employees and your distribution channel geographically dispersed and constantly on the go, how can you ensure that your customer-facing personnel are empowered with the most recent product information and best practices to service your customers? Join this webinar to learn how leveraging mobile and social learning technologies to push information to your entire value chain can pay dividends. This session will highlight cases across a range of industries.

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    Using Mobile and Social Technologies to Empower a Business Agility Revolution Using Mobile and Social Technologies to Empower a Business Agility Revolution Presentation Transcript

    • Using Mobile and Social Technologies to Empower a Business Agility Revolution You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code: 493 344 465 #. You will be on hold until the seminar begins. #TMwebinar
    • Using Mobile and Social Technologies to Empower a Business Agility Revolution Speaker: Bill Docherty Vice President of Product Management SumTotal Systems Moderator: Daniel Margolis Managing Editor Talent Management magazine #TMwebinar
    • Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar in the bottom right corner. – Type in your question in the space at the bottom. – Click on “Send.” #TMwebinar
    • Tools You Can Use• Polling – Polling question will appear in the “Polling” panel. – Select your response and click on “Submit.” #TMwebinar
    • Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar? YES Please allow up to 2 business days to receive these materials. #TMwebinar
    • Using Mobile and Social Technologies to Empower a Business Agility Revolution Daniel Margolis Managing Editor Talent Management magazine #TMwebinar
    • Using Mobile and Social Technologies to Empower a Business Agility Revolution Bill Docherty Vice President of Product Management SumTotal Systems #TMwebinar
    • Mobile and SocialTechnologies toEmpower a BusinessAgility RevolutionBill DochertyVice President, Product ManagementMay 17, 2012
    • Agenda ■ Mobile & Social Learning Value Proposition ■ Manufacturing Training ■ Healthcare Training ■ Retail Training ■ Sales Readiness ■ How Can I Get Started? ■ Q&APage 8 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Mobile Learning – Value Question ■ Many organizations believe there is value in a mobile solution ■ Challenge is to quantify the business benefit to the organizationPage 9 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Who is saying what about mobile…. Bersin – Predictions for 2012Page 10 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Social Learning – What’s The Value? I am sitting here – how do I ■ Social learning & collaboration is not collaborate with and learn from… just about individuals communicating ■ Opportunity is to leverage those interactions for the benefit of the rest of the organization ■ Further extract value of talent management investment – transition from “task tool” to “information destination” A colleague way over here in a meaningful way that is captured and benefits the rest of the organization?Page 11 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Formal Training Vs Social Learning Formal Training Social Learning • Developed by • Developed by anyone professionals • Segments lasting • Modules lasting hours minutes • Delivered by experts • Delivered by anyone • Pushed and scheduled • Pulled and real-time • Rigid and controlled • Dynamic and ad hoc Not a Replacement – It’s AdditivePage 12 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Social Learning & CollaborationGlobally-distributed food services Medical Associationcompany■ Business Problem  Business Problem ■ Globally distributed workforce  The value of their offering is without a central system for the limited by “canned” content sharing of best practices provided by the association.■ Example Constant requests by customers ■ Creating pizza in China – one to allow users to share manager found a way to reduce content/expertise the use of mozzarella and cut cost  Example of pizza production by 10%  Offering “informal” learning and ■ Had no easy way to share this with information can improve the peers stickiness of their site■ Desired Solution  Will become an information ■ A central set of communities of destination and not just for practice to share best practices learning ■ Available worldwide and around  Desired Solution the clock  Communities of practice  Document/content sharingPage 13 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Industry Compliance Challenges Industry Healthcare Financial Services Manufacturing & High Tech • Nurses and doctors with limited • Highly mobile workforce of • Line workers and field sales with access to computer Brokers and Agents where revenue limited access to computer • High volume of HIPPA, JCAHO generation is paramount • High volume of OSHA and and OSHA compliance training • High volume of SEC, FINRA and ISO training • Growing use of tablet devices CFTC compliance training • On-the-job training and • On-the-job training and • Rapidly changing product and evaluations evaluations market info • Pressure from channel to deliver information to mobile devices Life Sciences Retail Energy & Transportation • Sales team with need to show • Retail store workers with limited • Mining, drill rig workers and multimedia content to access to computer airline personnel with limited physicians while onsite • Store Operations struggling with access to computer • Rapidly changing product and delivering training in low bandwidth • High volume of safety and market info environments compliance training from OSHA • High volume of compliance • On-the-job training and and FAA training required by the FDA evaluations • On-the-job training and evaluationsPage 14 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Polling Slide – What is the biggest barrier to implementing a mobile learning solution within your organization today? ■ Insufficient budget to implement solution ■ Concerns about security of content ■ No perceived need ■ Insufficient technology infrastructure to support mobile ■ Inability to make strong business casePage 15 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Agenda ■ Mobile & Social Learning Value Proposition ■ Manufacturing Training ■ Healthcare Training ■ Retail Training ■ Sales Readiness ■ How Can I Get Started? ■ Q&APage 16 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Manufacturing - Learning Challenges ■ Several of the top challenges in training manufacturing personnel can be addressed via mobile learningIssue Global MetricsLack of formal Less than half of manufacturingeducation & personnel have any post-high schooltechnology education and have limitedexperience technology skillsAbility to distribute Less than 40% of manufacturingimportant safetyand process organizations can distribute and track access to critical information updates ■ Inability to rapidly deliver andinformation updates in less than 24 hours track compliance, safety andLimited access to Limited computers accessible fromtechnology manufacturing floor creates a process information updates can “training” bottleneck have disastrous effects Page 17 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Typical Compliance Challenges  Compliance process information Currently no ability to deliver changes so rapidly that document- such material efficiently to mobile based content is most efficient form users and track access for compliance measurement  Users not able to complete Requires users to make compliance training on schedule to decisions between critical job other work demands functions or required compliance training  Some of the user population rarely or Training is delivered inefficiently, never has access to a computer – all is outdated and measuring training conducted manually compliance is difficult at best  Significant volume of compliance Manual paper-based compliance training is experiential and OJT – all process. Inefficient and rampant such records captured on paper with processing errorsPage 18 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Manufacturing – Mobile Learning Value■ Ability to push safety, compliance and process updates to large Process Changes populations quickly and track Expand Reach access Safety Procedure Beyond Limited Updates Computer Assets■ Expand the pool of users that can Mobile be trained – bypass limited Learning Increase computer assets Enhance Mobility Compliance Rates■ Provide technical and skills training to personnel at a time that is Investment in Individual Rapid Knowledge Development Assessments convenient to their schedule – investment in self-paced individual developmentPage 19 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Agenda ■ Mobile & Social Learning Value Proposition ■ Manufacturing Training ■ Healthcare Training ■ Retail Training ■ Sales Readiness ■ How Can I Get Started? ■ Q&APage 20 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Healthcare - Learning Challenges ■ Several of the top ten challenges facing healthcare workers can be positively impacted by leveraging mobile learningIssue Survey MetricsLack of Less than 50% of survey respondentsadvancement indicated their organization offeredopportunities employee development programsLack of mentoring Only 37% felt that their organization offered opportunities to mentor othersLimited access to Only half of employees felt that their ■ Challenges are even more acutetechnology organization provided enough technology-based training in developing countries whereLack of training Just over 50% felt that they had infrastructure for online learning access to job focused training and only 40% had access to cross training is limited opportunitiesCareer Builders Turnoverx: How to Cure the Retention ProblemsAiling Your Health Care Organization - 2010 Page 21 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Healthcare – Mobile Learning Value■ Access to current best practices, regulations and policies is key Best Practices Documents Regulatory■ Optimizing compliance rates Policies & Procedures Courses & Docs■ Ability to quickly and easily assess Mobile the knowledge of the user base Learning Increase Enhance Compliance and remediate to benefit patient Mobility Rates outcomes Ease Rapid■ Mobile learning initiatives can be Continuing Education Knowledge Assessments easily tied to continuing education tracking to optimize that processPage 22 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Polling Slide – Is your organization delivering and tracking access to document- based content via the LMS today? ■ Yes ■ No, but we do have plans to do so in the future ■ No and we have no plans to do soPage 23 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Agenda ■ Mobile & Social Learning Value Proposition ■ Manufacturing Training ■ Healthcare Training ■ Retail Training ■ Sales Readiness ■ How Can I Get Started? ■ Q&APage 24 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Retail - Learning Challenges ■ Many of the most significant training challenges facing retail organizations can be positively impacted by leveraging mobile learningIssue Global MetricsLimited training The average retail company spendsinvestment and less than $100/year on training foropportunities each employeeYounger generation Average age of employees in retailof employees with organization is lower than otherdifferent learning industries and these users haveexpectations grown up with mobile technologyLimited access to Limited computers accessible in retailtechnology establishment and significant bandwidth constraintsObarski, A. (2006). Training Retail Employees. The Sideroad Page 25 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Retail – Mobile Learning Value■ Increase “off-the-clock” learning opportunities cost effectively – can Increase Engagement assist in reducing turnover New Product Bandwidth Information Optimization■ Rapidly push out new product information from multiple vendors Mobile and track access Individual Learning Improve Development Brand to Reduce Awareness Turnover■ Engage younger generation employees with mobile learning Track Access Customer to Stream of Service Informal Updates Content■ Leverage the bandwidth of mobile carriers to deliver content – alleviates need to use valuable and limited bandwidth in the storePage 26 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Agenda ■ Mobile & Social Learning Value Proposition ■ Manufacturing Training ■ Healthcare Training ■ Retail Training ■ Sales Readiness ■ How Can I Get Started? ■ Q&APage 27 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Sales Readiness – Key To Success ■ Most senior executives indicate that their biggest business challenge is how to effectively manage change across their organizations while keeping the revenue chart trending up ■ Sales readiness has evolved from a revenue-generating tool used by individual salespeople to a management platform and philosophy directing enterprise growth ■ Ensuring that your sales team is product knowledgeable and has access to product information resources at the point/time of need can be the single biggest influencer of sales successPage 28 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Sales Readiness – Sanity Check ■ Consistency: Can you ensure standards in sales messaging and execution, and have a repeatable management operating rhythm? ■ Market Responsiveness: Can you accelerate the learning curve for new revenue streams and rapidly ramp up new hires, streamline acquisitions and educate partners in a manner suited to the seller and the situation? ■ Individual Empowerment: Can your people take ownership of developing, locating and customizing customer-facing sales assets and engage with strategic selling resources in a brand- driven, initiative-focused manner? ■ Rapid Mobilization: Is your sales team ready for collaboration and execution anytime, anywhere?Page 29 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Typical Sales Readiness Challenges  Product information rapidly changing Great deal of sales readiness and developing formal eLearning not material provided in document- practical in all cases based format and access to this information is not tracked  Field sales personnel not aware of or Sales using outdated information do not have access to most up to date and not representing products product information correctly or setting incorrect expectations with customers  Sales team is highly mobile and does Critical information access not not have access to corporate always possible and not easy to information stores for periods of time locate – lack of responsiveness to customer  Changes to product availability and Potential for significant lost pricing not being provided to sales in revenue in incorrect expectation a timely manner and access tracked setting and invalid pricingPage 30 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Typical Sales Scenario ■ Marie is a new salesperson for Acme Medical Device Company – she has been with the company only about 6 months ■ Marie is getting ready to meet with an existing physician customer to review the company’s new line of products ■ Marie had spent time briefing herself on the key new product facts and messages the night before the meeting ■ After Marie provides his standard product overview the physician, Dr. Jones, has some clarifying questions Marie, what are I know that we the key results of conducted an in-depth the efficacy study study but I don’t on this new blood recollect the results. thinner product? Let me get back to you on thatPage 31 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • OK, thanks. When isthat product going to Our current target releasebe released? I need date is end of December. Letavailability by end of me confirm that date howeverNovember or willhave to find an NOTE: In fact the latestalternative solution product briefing indicated the release date had been moved up to OctoberDo you know if thenew product will becompatible with your I can find that out. Just givered blood cell testing me a few minutes to get mydevice? laptop booted up and check out the product compatibility matrixYou will need to getback to me on thatquestion. I need torun to anotherappointment ■ All this amounts to a near certain lost sales opportunity, due to ■ Inability to respond to product questions in a timely manner ■ Incorrect product information or availability being conveyed Page 32 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • SumTotal Mobile – Different Outcome ■ Just prior to the meeting, Marie could have accessed latest product information and formal training on her smartphone ■ While in the meeting, Marie could have accessed latest product info very quickly on her smartphone to answer customer questions ■ The product, training or marketing teams could easily access reports to determine which sales representatives have been accessing which contentPage 33 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Polling Slide – What do you anticipate would be the greatest value in implementing mobile learning? ■ Increase in training completion/compliance rates ■ Ability to deliver information to users more efficiently ■ Users would be better educated on products and services ■ Increase in user productivityPage 34 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Agenda ■ Mobile & Social Learning Value Proposition ■ Manufacturing Training ■ Healthcare Training ■ Retail Training ■ Sales Readiness ■ How Can I Get Started? ■ Q&APage 35 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Mobile & Social – Getting Started■ Identify a particular business initiative that will benefit from mobile & social learning – get a quick win■ Identify content that is most conducive to mobile delivery■ Determine how you will incent people to contribute content to the social communitiesKey Mobile CapabilitiesOffline delivery of SCORM 1.2 contentAbility to deliver/track document-based content ■ Identify vendors that canMulti-language support provide a turnkey solution withManager approvals for course registrations existing mobile & social learning experiencePage 36 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Polling Slide – Where do you gauge the current demand for mobile learning amongst users? ■ Users are actively seeking/asking about mobile learning ■ There is interest but not at a level to justify implementing a solution ■ Very little demand for access to mobile learningPage 37 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Free Learning Resources Visit us at http://www.sumtotalsystems.comWhitepapers■ Building a Business Case for Mobile Learning■ HR Field Guide: 5 Tips to Effective Mobile Learning■ Top Learning Trends for 20212■ The 7 Cs of Social Learning: How Social Learning Technologies Can Meet Today’s Business Challenges■ 5 Ways to Improve Learning with Performance ManagementPage 38 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL
    • Join Our Next TM WebinarHiring for Critical Roles: You’re Doing It Wrong Thursday, June 7, 2012 • TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar