What happens when an organization’s learning management system misses the mark in delivering a culture of learning? It’s a complicated and challenging decision, but if an LMS fails to meet the educational needs of customers, training needs of employees and business goals of the organization, an enterprise redeployment may be necessary. During this spotlight webinar, Arthur Harrington, director of education at Imprivata — a health care IT security company — will share how he made the tough choices to rethink, redesign and redeploy the organization’s LMS. During this Spotlight Webinar, viewers will: Realize when it is time to take your medicine and let stakeholders know “we’re starting over from scratch.” Learn how to balance training needs and business needs as you plan your LMS deployment (and plan for its growth). Appreciate what it takes to maintain and scale your learning management system.

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Frequently
Asked
Ques0ons

5. WHEN YOUR LMS
MISSES THE MARK
ARTHUR HARRINGTON
DIRECTOR OF EDUCATION, IMPRIVATA

6. WHERE WE ARE GOING TODAY
• WHO I AM AND WHAT MY TEAM DOES
• THE STORY OF AN LMS IMPLEMENTATION
• AND EVENTUAL RE-IMPLEMENTATION
• OUTCOMES
• WHAT’S NEXT

7. HEALTHCARE IT SECURITY SOFTWARE COMPANY

8. WHO I AM
• DAD, GOLFER, STORY TELLER
• TRAINING ADVOCATE
• BUSINESSMAN
• PROBLEM SOLVER
• ASPIRING CLO

9. WHAT MY TEAM DOES
• DEVELOPS ELEARNING FOR EMPLOYEES AND CUSTOMERS
• DESIGNS AND DELIVERS TECHNICAL TRAINING TO CUSTOMERS
• MANAGES THE LEARNING CENTER (OUR LMS)
• EARNS REVENUE - $1M+ LAST YEAR

10. QUESTION:
WHERE ARE YOU ON YOUR LMS JOURNEY?
• A – HAVE A FUNCTIONING LMS
• B – IMPLEMENTING ONE NOW
• C – THINKING ABOUT IT
• D – DON’T HAVE ONE
?

11. SETTING THE STAGE – 3 YEARS AGO
• GROWING HEALTHCARE IT SECURITY COMPANY
• RECENTLY WENT PUBLIC
• ABOUT TO ROLL OUT 3 NEW PRODUCTS
• INSTRUCTOR LED TRAINING ONLY

12. WHY IMPLEMENT AN LMS?
• DEVELOP A LEARNING ENVIRONMENT FOR EMPLOYEES
• REDUCE MANUAL LABOR AROUND SCHEDULING, DELIVERING, AND
TRACKING CUSTOMER TRAINING
• SOME CUSTOMERS CAN’T FLY OR BUY
• GENERATE NEW REVENUE THROUGH ELEARNING OFFERING
• CREATE RECURRING REVENUE - ANNUAL SUBSCRIPTIONS
?

13. THE PLAN
• BUSINESS PLAN
• LMS IMPLEMENTATION PLAN

14. BUSINESS PLAN
• DETERMINE ROI
• CREATE TRAINING OFFERINGS
• COMMUNICATE TO SALES
• ROLLOUT AT ANNUAL COMPANY MEETING
• WATCH THE MONEY FLOW IN!

15. LMS PLAN
• SELECT A VENDOR
• NEGOTIATE, NEGOTIATE, NEGOTIATE
• WORK WITH VENDOR TO SET UP LMS
• HURRY UP AND BUILD 50+ ONLINE LEARNING MODULES
• ROLLOUT AT ANNUAL COMPANY MEETING
• MAKE IT WORK
þ

16. QUESTION:
HOW LONG DOES IT TAKE TO IMPLEMENT LMS?
• A – 1-3 MONTHS
• B – 3-6 MONTHS
• C – 6-12 MONTHS
• D – MORE THAN A YEAR
?

17. QUESTION:
HOW LONG DOES IT TAKE TO IMPLEMENT LMS?
• SYSTEM WAS IMPLEMENTED IN 9 HECTIC MONTHS! ?

18. SOMETHING DOESN’T SEEM RIGHT
• PLANS WERE EXECUTED
• NOT SEEING EXPECTED OUTCOMES

19. WHAT’S HAPPENING?
• CUSTOMERS ARE NOT BUYING LMS OPTION
• EMPLOYEES NOT USING IT
• SYSTEM DOESN’T WORK AS EXPECTED
• MORE LABOR NOT LESS – FULL FTE
• EDUCATION TEAM IS NOT HAPPY

20. WHERE DID IT GO WRONG?
• CUSTOMERS ARE NOT BUYING LMS OPTION
• LMS SOLD AS AN OPTIONAL ADD-ON
• CONTENT NOT ENGAGING
• MATERIAL IS REDUNDANT
• OFFERINGS ARE CONFUSING
• 8 CLASSROOM SEATS = 5 LMS SEATS?
• SALES DIDN’T UNDERSTAND THE VALUE

21. WHERE DID IT GO WRONG?
• NOT EFFECTIVELY MARKETED TO EMPLOYEES
• CANNED ELEARNING CONTENT
• USED MAINLY FOR COMPLIANCE TRAINING

22. WHERE DID IT GO WRONG?
• SYSTEM DOESN’T WORK AS EXPECTED
§ MORE MANUAL WORK THAN BEFORE!
§ NO INTEGRATION WITH SYSTEMS
§ HAVE TO TOUCH 5 DIFFERENT SYSTEMS!
§ SOUR RELATIONSHIP WITH VENDOR

23. QUESTION: WHAT WOULD YOU DO?
• A – GET A NEW LMS VENDOR
• B – ADMIT THERE IS A PROBLEM
• C – PUT YOUR HEAD IN THE SAND
• D – GO WITH A MOOC FOR ULTIMATE CONTROL

24. WHAT WE DID
• ADMITTED THE PROBLEM
§ MET WITH INTERNAL STAKEHOLDERS AND DISCUSSED SITUATION
§ GULP – TOOK OUR MEDICINE
§ PROPOSED RE-DEPLOYMENT OF TRAINING OFFERINGS
“The best time to plant a tree is 20
years ago…the second best time is
now” - Chinese proverb

25. HOW DO WE FIX IT?
• REBUILD RELATIONSHIP WITH VENDOR
• REDUCE MANUAL WORK USING EXISTING FUNCTIONALITY
• REDESIGN ALL TRAINING OFFERINGS
• CREATE NEW TRAINING OFFERINGS
• COMMUNICATE, COMMUNICATE, COMMUNICATE

26. HOW DO WE FIX IT?
• REBUILD RELATIONSHIP WITH VENDOR
§ “YOU NICKEL AND DIMED US TO DEATH…THIS IS WHAT YOU GET”
§ REVIEWED THE CONTRACT WITH VENDOR – IDENTIFIED GAPS
§ SHAKE HANDS AND MAKE UP
§ PLAN FOR THE FUTURE

27. HOW DO WE FIX IT?
• REDUCE MANUAL WORK USING EXISTING FUNCTIONALITY
§ CREATE CURRICULA
§ USE BULK ENROLLMENT FUNCTION
§ DYNAMIC CONTENT ASSIGNMENT
§ LEVERAGE EXAM ENGINE
§ ELIMINATED PAPER FORMS
§ STOP PRINTING BOOKS

28. HOW DO WE FIX IT?
• REDESIGN ALL TRAINING OFFERINGS
§ INVOLVE WHOLE TRAINING TEAM – WHAT’S WORKING WHAT ISN’T
§ CREATE TRUE BLENDED TRAINING PROGRAMS
§ ONLINE SELF-PACED, INSTRUCTOR LED, SUPPLEMENTAL LIBRARY FOR 1 YEAR
§ CREATE NEW SKUS FOR WORLDWIDE SALES

29. HOW DO WE FIX IT?
• CREATE NEW TRAINING OFFERINGS
§ ONLINE RECERTIFICATION PROGRAM
§ REMOTE TRAINING OFFERING FOR SMALL CUSTOMERS
§ MULTI-PRODUCT OFFERINGS
§ FIX EXISTING OFFERINGS (MISMATCHED SEATS)

30. HOW DO WE FIX IT?
• COMMUNICATE NEW OFFERINGS
§ WRITE CLEAR COURSE DESCRIPTIONS
§ REDESIGN PUBLIC FACING GLOBAL WEBSITES
§ TRAIN SALES ORGANIZATION ON NEW OFFERINGS AND VALUE OF EACH
§ TRUE BLENDED TRAINING WITH SUBSCRIPTION
§ NO LONGER ADD-ON ITEM

31. SO WHAT DIFFERENCE DID IT MAKE?

32. SO WHAT DIFFERENCE DID IT MAKE?
• INCREASED REVENUE 20%
• REDUCED EXPENSES – FTE, PRINTING
• REDUCED TRAINING DELIVERY LAG TIME – FROM 6 MOS TO 2
• ELIMINATED TRAINING BACKLOG
• 90% ACCESS PRE-LEARNING – MOST OF THEM COMPLETE IT

33. • EXPAND EMPLOYEE EDUCATION – PRODUCT TRAINING
• INTEGRATION WITH SALESFORCE, ADP, AND WEBEX
• EXPANSION OF OFFERINGS TO EXISTING CUSTOMER BASE
§ RECERTIFICATION
§ CERTIFICATION ACROSS PRODUCTS
MOVING FORWARD

34. SUMMARY
• THINGS DON’T ALWAYS GO AS PLANNED
• ADMIT PROBLEMS AND FIX THEM EARLY
• KEEP IMPROVING – FEEDBACK IS KEY!

35. THANK YOU FOR YOUR TIME
QUESTIONS?

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