The Future of Learning (a three-part series)

Creating a Learning
Technology Roadmap:
Maximizing Efficiency While
Boosting...
Executive Summary
Effective learning development requires clearly defined
functions, processes, methodologies, systems and...
To the extent that
organizations can
insert cloud sensibly
into their learning
architectures, the
more flexible and
effici...
Toward a Consolidated Learning Architecture
“How can we increase our business effectiveness by providing the right learnin...
Becoming Learner-Centric

BOOKS

E-LEARNING

IT
DATABASE

WIKIPEDIA
& BLOGS

LMS
Classroom
Training

PEER 1

Trainer
SOCIA...
Embracing a Centralized Learning Systems Architecture
Learning Architecture
Organization

Learning Applications

e Sharing...
enable tight integration among all learning systems and content-authoring tools.
Content management is the next variable t...
Quick Take
Learning Consolidation in the Real World:
The OneLearning Framework
Cognizant’s OneLearning framework has helpe...
Quick Take
Learning Consolidation in Higher Ed
A higher education client was struggling with multiple
LMSs; managing and s...
•	 Enhanced workforce capability-building to meet changing business demands.
Learning strategies are unique to an organiza...
About the Authors
Vidhyu Rao is the Practice Head of Cognizant’s Learning and Content Interactive
initiative. She is an ex...
About Cognizant’s Center for
the Future of Work
Cognizant’s Center for the Future of Work
provides original research and a...
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Creating a Learning Technology Roadmap: Maximizing Efficiency While Boosting Business Effectivenss Part II

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A centralized, learner-centric architecture -- based on a strategically-driven technology roadmap -- encompasses the functions, processes, methodologies, systems and tools necessary to provide knowledge when and where needed.

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Creating a Learning Technology Roadmap: Maximizing Efficiency While Boosting Business Effectivenss Part II

  1. 1. The Future of Learning (a three-part series) Creating a Learning Technology Roadmap: Maximizing Efficiency While Boosting Business Effectiveness Part II Consolidating your learning architecture — and adding cloud computing where appropriate — can provide knowledge where and when it is needed to increase business agility and advance employee retention. | FUTURE OF WORK
  2. 2. Executive Summary Effective learning development requires clearly defined functions, processes, methodologies, systems and tools. Traditionally, many large global organizations have taken a fragmented, decentralized approach to managing the learning development needs of their internal groups. For example, it is not uncommon for these institutions to operate more than one learning management system (LMS), learning portal, learning content management system, assessment management system and virtual learning environment. This is no way for winning organizations to develop talent. What is needed industry–wide is a clear vision and a strategy for formulating a learning technology roadmap before implementation. At a minimum, such a strategy should incorporate the following objectives. • Alignment with organizational, business and talent goals. • Extensibility to meet current and future learning needs. • Near-term compliance requirements, with an eye on regulatory developments. • A learning architecture that is not only intuitive but also easy to use. As we have learned in our engagements with clients in the field, a consolidated learning architecture that takes into account an organization’s distinctive needs can help reduce costs and increase agility. To the extent that organizations can insert cloud sensibly into their learning architectures, the more flexible and efficient they will be. This white paper is the second in a three-part series that covers the future of learning. (To learn more about m-learning, read our first installment, “Mobile Learning: Driving Business Results by Empowering Employees in the Moment”). 2 FUTURE OF WORK October 2013
  3. 3. To the extent that organizations can insert cloud sensibly into their learning architectures, the more flexible and efficient they will be. CREATING A LEARNING TECHNOLOGY ROADMAP: MAXIMIZING EFFICIENCY WHILE BOOSTING BUSINESS EFFECTIVENSS 3
  4. 4. Toward a Consolidated Learning Architecture “How can we increase our business effectiveness by providing the right learning intervention just when the learner needs it?” This is the key question facing corporate learning and business leaders today. Social, mobile, analytics and cloud (the so-called SMAC StackTM) technologies are enabling new learning models. While there are still areas where classroom training is the best option, the focus now is primarily on blending formal, social and self-motivated learning models. These developments are shaping “future of learning” conversations in a diverse array of segments, from the corporate world through higher education and government, around such questions as: • “What should the new corporate learning structures encompass?” • “How should we transform our learning organization?” • “How should our learning infrastructure evolve?” • “What learning programs do we keep and what do we retire?” • “Is mobile learning a candidate for my organization?” Answering the questions above involves careful analysis of numerous considerations, such as choice of learning technology, mobile enablement, learning analytics for executive dashboards and multi-lingual content enablement. As learning organizations strive to become more lean and agile, employee engagement is becoming more complex due to an increase in the amount of information employees need to perform their jobs. For instance, human resources (HR) policies, employee engagement rules, code-of-business ethics and compliance requirements have increased exponentially over the last decade, not to mention the business-related knowledge today’s employees need to succeed. To address these diverse organizational needs, internal learning organizations are joining forces with their IT functions to deploy services such as technology-enabled learning. For the learning organization, it all boils down to how these capabilities are developed, communicated, categorized and tracked. There is a dynamic shift in the way technology plays its role today. In the recent past, learning organizations managed their activities around technologies such as learning management systems (LMSs).1 Learners had to adapt their learning styles to how the system deployed training. Compliments of the cloud, today’s learning systems are now much more learner-centric (Figure 1). Depending on business needs, the learning environment can be structured to include traditional learning, e-learning, social learning, gamification, mobile learning (m-learning) and videobased learning. Learner-centric models call for clearly defined learning processes, methodologies, systems and tools. Traditionally, many large global organizations have used decentralized models to manage the learning and development needs of their internal divisions and business units, as well as support partner education and geographical requirements. Most large organizations run on more than one LMS, along with a variety of other platforms that can include multiple learning portals, learning content management systems, assessment management systems and virtual learning environments. 4 FUTURE OF WORK October 2013
  5. 5. Becoming Learner-Centric BOOKS E-LEARNING IT DATABASE WIKIPEDIA & BLOGS LMS Classroom Training PEER 1 Trainer SOCIAL COMMUNICATION SOCIAL CONTENT LEARNER-CENTRIC Mobile MENTOR HUMAN RESOURCES PEER 2 Expert SOCIAL MEDIA Figure 1 Disjointed Learning Environments Take a Toll A disconnected setup within a learning organization typically results in inconsistent workforce development and skill enhancement. In this scenario, organizations often encounter the following challenges: • Lack of common standards and procedures. • Lack of an organization-wide learning platform. • Lack of an organization-wide learning support model. • Duplicate systems, tools and efforts. • Multiple learning systems that follow multiple protocols to search and access the learning content. • Non-standardized learning content scattered across learning systems. • A complex infrastructure with multiple legacy learning systems integrated with core systems such as HR and finance. • Lack of consolidated metrics, reporting and analytics. • High capital expenditures (CapEx) and operational expenditures (OpEx) pertaining to learning systems and platform costs. As depicted in Figure 2, a centralized learning architecture is one possible solution. It provides the standardized learning needed to deliver efficiencies across the distributed enterprise, while allowing some autonomy for regions to make decisions that are in sync with local employee and market requirements. CREATING A LEARNING TECHNOLOGY ROADMAP: MAXIMIZING EFFICIENCY WHILE BOOSTING BUSINESS EFFECTIVENESS 5
  6. 6. Embracing a Centralized Learning Systems Architecture Learning Architecture Organization Learning Applications e Sharing ledg ow Kn g e G aining Kno w led LMS Video Portal LCMS Centralized Learning Portal Assessment Engine Social Single Sign-on Knowledge Content/Doc Servers Books Policy/SOP Forums Firewall External Connects Wiki/Blogs Social Sites (YouTube) LMS/LCMS DB Third Party Content Project-based Docs Report Engine Authentication Synchronization Layer (Learner & Training Data) Learning Analytics Customers Partners HRMS Recruiting Goals Employee Data Compensation Workforce Planning Succession & Resource Plan Reports Database Talent Performance Video Content HR & Talent Database Figure 2 As decisions are considered for a centralized learning architecture, thorough analysis and the creation of a “current-state-to-future state” roadmap are critical to aligning learning technology, content and deployment strategies with business needs. The learning architecture depicted in Figure 2 contains the full spectrum of elements to consider when planning such an architecture. Most of these services are now available for delivery via the cloud — whether public, private or hybrid. The first element to consider is the deployment — whether on premises or on demand — of learning systems, technologies, tools and applications, including the LMS. The first element to consider is the deployment — whether on premises or on demand — of learning systems, technologies, tools and applications, including the LMS. It is important to consider user-accessibility issues, including the need for single sign-on and a single gateway to all learning assets, as well as device-agnostic access (from laptops and smartphones, to tablets and PCs). Learning delivery mechanisms — virtual classrooms, Web-based training (WBT), mobile learning (mLearning) or other formats — should be considered up front to 6 FUTURE OF WORK October 2013
  7. 7. enable tight integration among all learning systems and content-authoring tools. Content management is the next variable to evaluate. Learning content-management systems (LCMSs) should sit atop this technology stack and feed content to the LMS. Unified communications (UC) focuses on learning delivery mechanisms. If a learning organization has new content available for its employees, it may want to ensure that they receive the content (or schedule the training module) with a presence-sensing tool such as Microsoft Lync. Next up for consideration: the technology needed to support cloud-powered social learning structures. Informal social learning structures are a primary way for employees to receive knowledge. These structures might include discussion forums, blogging and microblogging tools, and collaborative workspaces. Key benefits of replacing disparate learning systems with a common learning architecture include: • A one-stop solution for learning across the enterprise. • Increased user adoption. • A reduction in total cost of ownership (TCO) to enable effective use of the training budget. • Centralized, standardized learning management and training processes across divisions and geographies for internal and external user bases. Centralized training data across divisions. • Compliance with all legal and regulatory requirements. • Scalable support for the newly combined organizational needs and “future of learning” plan. • Provisions for tracking and reporting regulatory training requirements, mitigating risks caused by using disparate systems, and enhancing the quality and timeliness of training. Based on our experience with clients, typical cost savings from system consolidation ranges between 15% to 45% of organizations’ overall training budget over a period of one to two years. All of the above requires robust, tight integration with other corporate/organizational systems such as human resource management (HRMS), financial and vendor management. Creating Your Organization’s Learning Architecture As illustrated in Figure 2 (previous page), an organization’s learning architecture has many elements. One critical aspect is the choice of a learning technology vendor. Three large HR technology suppliers are currently competing to dominate the on-demand, cloud-based part of the market: Taleo (now owned by Oracle), Success Factors (now owned by SAP) and Workday (an emerging software as a service (SaaS) provider led by PeopleSoft co-founder David Duffield). This trio is just the tip of the iceberg. Large and mid-sized companies still use products from numerous vendors, which requires continuous and costly maintenance — all the more reason to go with a cloud option and avoid maintenance altogether. CREATING A LEARNING TECHNOLOGY ROADMAP: MAXIMIZING EFFICIENCY WHILE BOOSTING BUSINESS EFFECTIVENESS 7
  8. 8. Quick Take Learning Consolidation in the Real World: The OneLearning Framework Cognizant’s OneLearning framework has helped our clients consolidate disparate learning systems. Figure 3 below illustrates how a typical screen appears to a user within the OneLearning framework. tional LMS, Microsoft SharePoint portal, legacy ERP, knowledge repositories, wikis, blogs, Twitter posts, YouTube and so on. The OneLearning framework is accessible through a multitude of devices. OneLearning is a multi-device, multi-modal adaptive learning environment that integrates all learning platforms within an organization. It provides a one-stop, single view for the user to access all of the organization’s training materials and learning systems, and is powered by business intelligence that provides relevant information to the user based on his or her job profile. We recently helped a large pharmaceutical company strategize and roll out an enterprise-level LMS. The LMS replaced a mix of legacy systems for the company’s divisions, spread across 86 countries, by migrating over six million learning records and 25,000-plus courses in a short turnaround time. A multitude of learning systems can be integrated with the OneLearning framework via a variety of methods (including Web services, translators or through the use of middleware, depending on the maturity level of the systems installed). Systems that can be integrated with OneLearning range from tradi- The combination of the legacy systems being decommissioned, along with the deployment of mobile and social learning capabilities, resulted in the company realizing about US$1.5 million in cost savings annually. When all of the legacy learning systems are decommissioned, the estimated cost savings are expected to amount to approximately US$3 million per year. OneLearning’s Unified View My Learning Welcome to Devendran Indran Recommended Learning Role Geo My Sites Learning Snapshot Division > Basic scrollbars > OS style scrollbars > Scroll To functionality > Example of loading content into scroll plan > Using AJAX > Fullpage scroll and nested scrollpanes > Scrollto functionality with different speeds 7 Completed 3 In Progress My Updates Logout Certificate 4 Overdue 3 Internal 2 External Learning Plan View All Course Trial Type Status Due Date Action Occupational Health (OHAS) eLearning enrolled 27/08/2012 Launch Information Safety and Security (ISS) Classroom Training Scheduled 30/08/2012 View Details Delivery Management eLearning enrolled 31/08/2012 View Destails Occupational Health (OHSAS) eLearning enrolled 27/08/2012 Launch Course Trial Type Status Due Date Action Occupational Health (OHAS) eLearning enrolled 27/08/2012 Launch Information Safety and Security (ISS) Classroom Training Scheduled 30/08/2012 View Details Delivery Management eLearning enrolled 31/08/2012 View Destails Occupational Health (OHSAS) eLearning enrolled 27/08/2012 Launch Learning History Learning Calendar Hot Topics Topics View All View Reply 9 10 11 12 Day 1pm 2pm Week 3pm Month 4pm 5pm September 2012 Su Mo Tu We Th Fr Sa 2 3 4 5 6 7 8 1 Merge Multiple PDFs to one 100 26 Defect Tracking in C2.0 63 20 Need Help in PHP 79 18 9 10 11 12 13 14 15 PB to VB.NET conversion tool 54 12 16 17 18 19 20 21 22 Help to migrating Oracle to DB2 28 10 23 24 25 26 27 28 29 Figure 3 8 FUTURE OF WORK October 2013 HTML @ DLF-CHN
  9. 9. Quick Take Learning Consolidation in Higher Ed A higher education client was struggling with multiple LMSs; managing and supporting numerous software platforms was cumbersome and costly. There was much duplication of effort, since changes made in one LMS needed to be propagated throughout all the other systems. Managing changes and maintaining the different systems generated much unnecessary cost. The institution needed options for reducing costs and simplifying its learning infrastructure. Toward that end, our team implemented a single instance of the Drupal LMS, which is currently serving several academic disciplines with differentbranded offerings. The system addresses the learning needs of roughly 200,000 users and is being re-architected to support up to one million registered users. It receives more than 75 million page views per month during peak periods. Though it is too early to measure hard cost savings, the quality and convenience of the learner experience has increased significantly. The cloudbased system is available 24x7, with greater than 99.5% availability. Students can access the system via mobile devices as well as computers – a factor in the high rates of user adoption. Considerations for Cloud Adoption of cloud-based learning technology is a hot topic among learning executives. Following are questions to consider during the evaluation stage: • How might our plan to move to the cloud be affected by the ongoing consolida- tion of learning systems that has been underway in the market during the past decade? How stable is the vendor/provider from a financial standpoint, and what length of commitment will we make? • Will the cloud-based solution be flexible enough to meet our changing business needs? • Will a cloud implementation allow for any required customizations? • How easily can the cloud-based learning applications be integrated with key internal systems and other cloud-based third-party applications? By implementing a holistic, forward-looking and well-structured learning strategy that incorporates cloud where appropriate, our experience shows that an organization can look forward to the following benefits: • Increased learner motivation resulting in improved learner performance and retention of content. • Improved compliance with regulatory requirements pertaining to learning. • Optimal utilization of learning and development resources (people, systems and infrastructure). • Improved reusability of learning materials. • Reduced cost of training. • Better scalability of solutions to meet future demands. • Improved ability to generate meaningful learning analytics. • Continuous improvement through effective learning analytics. • Increased return on investment from the learning and development spend. CREATING A LEARNING TECHNOLOGY ROADMAP: MAXIMIZING EFFICIENCY WHILE BOOSTING BUSINESS EFFECTIVENESS 9
  10. 10. • Enhanced workforce capability-building to meet changing business demands. Learning strategies are unique to an organization. It is therefore important for yours to consider its industry status, budget, overall learning trends and strategic direction as key for developing an appropriate enterprise learning architecture. The development of this ecosystem must be driven by a comprehensive enterprise initiative. Learning strategies should be iterative and designed to evolve over time. The key is to ensure that the investment is not made obsolete by technology and organizational changes. Your learning technology strategy should be business-driven to allow for effective engagement of employees. In conclusion, the following questions should be considered when planning a forward-looking learning technology strategy: 1. What is the business driver for the enhancement of the learning technology infrastructure? What are the current pain points at each stakeholder level? 2. Does our learning technology infrastructure meet the social, collaborative and mobile learning needs of our organization, apart from traditional learning methods such as eLearning, classroom sessions and so on? 3. Can we generate insightful learning analytics that not only help improve learning effectiveness, but also the overall functioning of the learning and development organization? 4. Can we move learning applications to the cloud to realize advantages such as cost savings, platform stability and availability? What will be our ROI? What are the risks associated with it? 5. How will our end users from various business units/regions/departments adapt to the tools and technologies? What are the change management/communication measures that should be considered? 6. What is our timeline and implementation roadmap to attain the “future of learning” state for this organization? Given that the learning architecture consolidation and/or migration to the cloud are strategic and future-focused, this exercise needs to be carefully planned and executed to derive the desired benefits. The final installment in our three-part Future of Learning white paper series will focus on game-based learning. Footnotes 1 2 10 FUTURE OF WORK October 2013 A learning management system (LMS) is a software application or Web-based technology used to plan, implement and assess a specific learning process. http://searchcio.techtarget.com/definition/learning-management-system. Cognizant’s OneLearning solution also won the 2012 Brandon Hall Silver Award under the Best Advance in the Unique Learning Technology category.
  11. 11. About the Authors Vidhyu Rao is the Practice Head of Cognizant’s Learning and Content Interactive initiative. She is an experienced organizational learning and development executive, with over 20 years of experience in the field of corporate learning. In her career, she has built strong learning organizations, created strong learning technology infrastructures, consulted with several client organizations in developing a learning modernization roadmap, technology-specific learning and solutions, and developed business-facing learning metrics and measures aligned with organizational goals. She has lead teams that created solutions for many Cognizant learning transformation engagements across industry verticals. Vidhyu was the creator of Cognizant Academy in North America and Europe, where she built a fully functional online learning organization that addresses the needs of approximately 50,000 associates in these geographies. Cognizant Academy was created to support all of the technology, business and interpersonal skills needs of Cognizant associates. She holds a BSc from Bangalore University and certificate in technology operations management from Indian Institute of Science, Bangalore. Vidhyu can be reached at Vidhyu.Rao@cognizant.com. Manikandan Subramaniam is the Practice Lead of Cognizant’s Learning Technology and Administration Practice. He has over 14 years of experience in the field of consulting, implementation, integration, rollout and support of various learning technology platforms, and has led multiple award-winning Cognizant initiatives, including the “Best in Learning Technology Implementations” gold award from Brandon Hall. He also led the design and development of the award-winning learning technology integration solution (OneLearning), which provides business intelligence for a learning platform addressing the Future of Learning needs. Mani has led major learning technology strategy and consolidation engagements for global organizations in over 85 countries. He holds a B.Com from University of Madras, India and is trained on leading learning platform solutions such as CornerstoneOnDemand, SuccessFactors, SumTotal, and Saba. Mani can be reached at Manikandan.Subramaniam@cognizant.com | LinikedIn: http://in.linkedin.com/pub/ manikandan-subramaniam/14/822/476. CREATING A LEARNING TECHNOLOGY ROADMAP: MAXIMIZING EFFICIENCY WHILE BOOSTING BUSINESS EFFECTIVENESS 11
  12. 12. About Cognizant’s Center for the Future of Work Cognizant’s Center for the Future of Work provides original research and analysis of work trends and dynamics, and collaborates with a wide range of business and technology thinkers and academics about what the future of work will look like as technology changes so many aspects of our working lives. Learn more by visiting unevenlydistributed.com. About Cognizant Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50 delivery centers worldwide and approximately 164,300 employees as of June 30, 2013, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant. World Headquarters 500 Frank W. Burr Blvd. Teaneck, NJ 07666 USA Phone: +1 201 801 0233 Fax: +1 201 801 0243 Toll Free: +1 888 937 3277 inquiry@cognizant.com European Headquarters 1 Kingdom Street Paddington Central London W2 6BD Phone: +44 (0) 207 297 7600 Fax: +44 (0) 207 121 0102 infouk@cognizant.com Continental Europe Headquarters Zuidplein 54 1077 XV Amsterdam The Netherlands Phone: +31 20 524 7700 Fax: +31 20 524 7799 Infonl@cognizant.com India Operations Headquarters #5/535, Old Mahabalipuram Road Okkiyam Pettai, Thoraipakkam Chennai, 600 096 India Phone: +91 (0) 44 4209 6000 Fax: +91 (0) 44 4209 6060 inquiryindia@cognizant.com © Copyright 2013, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.

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