Creating Positive Impact Tata Learning Forum Oct 2008


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How Learning and Development organizations can create positive impacts during challenging economic times. Presented to the Tata Learning Forum 2008

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Creating Positive Impact Tata Learning Forum Oct 2008

  1. 1. Avaya University: Creating Positive Impact in Challenging Times Christine Troianello, Co-Leader GLIS Avaya Global Learning and Information Solutions October 17, 2008 © 2007 Avaya Inc. All rights reserved. Avaya – Proprietary & Confidential. Under NDA 1
  2. 2. Background: AU Responds to Challenges 1999 : – Avaya spins off from Lucent Technologies, keeps enterprise business 2000: – Avaya University (AU) fully outsourced to single vendor – 250 former Avaya University associates move to vendor 2000 – 2007 – Small Chief Learning Office (CLO) office formed to manage relationship – Avaya Campus joins CLO starts through acquisition – Services Skills Development organization created to close critical skill gaps in services workforce 2007: – Avaya acquired by private equity firms, Silverlake and TPG, and “goes private” – Avaya University moves to multi-vendor model and moves ~25% of development and delivery to other vendors 2008: – Avaya’s new owners seek to improves Avaya’s cost structure and customer – Avaya University responds…Global Learning and Information Solutions formed © 2007 Avaya Inc. All rights reserved. 2
  3. 3. Global Learning and Information Solutions Enable customers to more quickly adopt and achieve satisfaction in the use of Specify Create Avaya solutions –and as a result CMS drive more revenue. XML TMS Store & Customize Manage ILT Classroom PDF, online book, etc. Virtual Lab E-Learning HELP Systems Point of Use Graphical User Interface tutorials Web Based Training Solutions focus, with potential incremental savings © 2007 Avaya Inc. All rights reserved. 3
  4. 4. Business Problems & Solution Strategy Business Problem: – New owners and economic downturn required improved cost structure – Need to significantly reduce expense but maintain service levels to educate employees, partners and customers Organizational Problem: – Fully outsourced model resulted in creation of shadow training functions, duplication, hidden and dispersed cost and unclear accountability Learning Problem: – Learning not audience focused – Strong reliance on ILT; ELearning low level Business Impact: – Redundancy, unmanaged revenue, expense, & competitive disadvantage Scope and Strategy for Solving: – Create new and aligned strategy, process, & infrastructure to train and develop the next generation workforce, customers, and partners © 2007 Avaya Inc. All rights reserved. 4
  5. 5. Solution to business challenge Five plus disparate organizations One united organization No shared vision, strategy, tools Shared vision, strategy, tools Redundant, resource intensive Single streamlined content process, standards and development, localization technology platform reusing processes and tools content Unclear accountability and slow Clear accountability and decision decision making making Expertise, strategy, management Expertise, strategy, and , and tactics, all primarily management, in-house; tactics outsourced outsourced Primarily US based management Global staffing utilizing best and development functions cost, best talent strategy High cost with limited capacity High value, increased capacity Inconsistent product driven Consistent user and solutions information and training driven information and training Creating courses and manuals Driving proficiency and strategy © 2007 Avaya Inc. All rights reserved. 5
  6. 6. Resource Strategy: More for Less Consolidate ALL product documentation, training, localization activities across Avaya to drive greater efficiencies, reuse, content authoring and tools standards, and consistent approach for all user groups Expand operations in low cost regions to increase low cost mix Optimize global management structure to minimize number of interfaces into product groups and eliminate redundant planning and management tasks Re-focus high cost headcount to “move up the value stack” and support solutions, tier 3-4 Utilize strategic outsourcing for tactics, technology and where internal expertise is not critical, and eliminate use of contractors except as needed to close gaps or for peak periods Headcount increases primarily in low cost regions Overall cost of training to decrease in FY08 and FY09, while volume and customer satisfaction increase © 2007 Avaya Inc. All rights reserved. 6
  7. 7. From Managed Services to Avaya Managed Taking Back High Value Tasks FROM TO Learning Service Provider owns ADDIE Avaya owns and manages end-to-end while Avaya provides planning support solutions, drives and problem resolution Analysis, Design, Development, Evaluatio n and Localization Learning Service Provider owns analysis Avaya drives analysis (gathers data from product team) A (leverages user profiles, product & doc expertise, etc.) Learning Service Provider owns design Avaya drives design (leverages user profiles, (gathers info from product team) D doc expertise, existing content, etc.) Learning Service Provider owns development Avaya partners with development vendors (partners with R&D SMEs) D as required Learning Service Provider owns implementation Avaya partners with delivery vendors, but retains (partners with product team) I Instructor certification and trains trainers Learning Service Provider owns evaluation (level 1 & 2 evaluation performed) E Avaya evaluates outputs (utilizing vendors and BIC tools) © 2007 Avaya Inc. All rights reserved. 7
  8. 8. New Training Development & Delivery Models Work as one integrated global team Leverage key strengths of resources in different geographic locations Streamline and distribute processes to deliver highest value at lowest cost Establish efficient processes with clear responsibilities Ensure re-use of content in training and documentation Build global external training delivery partnerships Manage training delivery as a business, not expense Create self-sustainable funding model © 2007 Avaya Inc. All rights reserved. 8
  9. 9. What’s Next? © 2007 Avaya Inc. All rights reserved. 9
  10. 10. Appendix © 2007 Avaya Inc. All rights reserved. 10
  11. 11. Stakeholder Engagement Corporate Product Strategy / Services HR / Legal Solutions Initiatives Product Offer Service Offer Business drives strategy and Doc and Traiing Requirements Doc and Training Requirements solution priorities through Portfolio Management of Concept-to-Portfolio Exit AGSP; aligns funding to Concept-to-Market Lifecycle Management Workforce Leadership and develop information Customer Culture Software Focus Development Requirements products and training to meet user needs Concept Planning Development Qualification Launch Steady State Phase-out Portfolio Exit AGSP Internal Sales Development Delivery Engine Audiences drives proficiency priorities, Internal Services forecasts requirements External External Development Development Audience Engine(s) and manages variable AU Engine(s) Internal Development Other(s) Requirements budget to support execution Business Partners External External Delivery Delivery Engine(s) Engine(s) Customers New AU executes to business priorities © 2007 Avaya Inc. All rights reserved. 11
  12. 12. Global Restructuring Restructure NAR with business alignment and user focus: • Small highly skilled team of program managers supporting information solutions design and management • Small highly skilled training development team specializing in NAR customization, curriculum management, planning and design Expand India team, building technical knowledge and increasing capability: • Content developers, highly skilled in XML development, standards and re-use driven • E-Learning producers, producing robust interactive e-learning • Support publishing and other technical support functions Expand localization resources in Czech Republic to increase volume and capability: • Localization development, engineering, and testing • Proximity to development teams and regional vendors • Training localization Restructure former Campus team in Germany to: • Increase coverage of EMEA product development and combine with documentation teams • Utilize local presence to better define EMEA audience requirements • Drive stronger certification linkage as part of end to end information solutions requirements • Leverage team for design, technology and project management of global projects © 2007 Avaya Inc. All rights reserved. 12
  13. 13. Leveraging Synergies from Consolidation Streamlined, Integrated Organizational structure – Single global management structure=>no increase in overhead – Single end to end program management structure interfacing with AGSP – New planning, design and management function allows end to end planning – Centralized center of excellence for localization of ALL content Improved Strategic Alignment, Single Client Interface Customer and Channel Focus Efficiencies from Consistent Processes, Tools and Technology – Improvements in single Development Workflow – Facilitates usage of consistent tools, standards, platforms in development and localization – Improves reuse in content development for documentation and training – Expand product translation memories to training localization Solutions Focus – Planning and design function planning end-to-end information solutions – Coordination between training and content developers, exchange of knowledge and expertise. – Content development that can be leveraged by training development © 2007 Avaya Inc. All rights reserved. 13