The document discusses how organizations can build capabilities in their people to engage employees, grow revenue, and improve efficiency. It specifically discusses how building capabilities in leadership, management skills, customer focus, sales, operations and other areas can help achieve these goals. The document then describes how a company called Latitude provides e-learning content, a learning platform, and advisory services to help organizations develop these capabilities in a cost-effective way using blended learning solutions. It provides details on the types of content, features of the platform, and services Latitude offers to design, implement and measure the impact of learning programs.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
World Corporate University Forum - The Challenge of take the Corporate Univer...Katrina Thornely
Damien O'Donoghue - General Manager of the GAC Corporate Academy presented at the World Corporate University Forum on the 13th April 2015 in Dubai. The presentation talks of the challenge of taking the Corporate University beyond simply training. For more information about GAC Corporate Academy please visit gacacademy.com
In today’s dynamic world of work, the path
to opportunity—for both individuals, and
organizations—is changing.
The short shelf life of skills and a tightening labor market are giving rise to a multitude of skill
gaps. Businesses are fighting to stay ahead of the curve, trying to hold onto their best talent and
struggling to fill key positions. Individuals are conscious of staying relevant in the age of automation.
Enter the talent development function—the organizational leaders creating learning opportunities
to enable employee growth and achievement. They have the ability to guide their organizations to
success in tomorrow’s labor market, but they can’t do it alone.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Webinar Slides: 5 Reasons to Rethink the LMSAxonify
There’s no question that the LMS has become synonymous with corporate learning across small and large companies alike, and organizations are entrenched in it. But the reality is that many corporate learning management systems remain slow, hard to use, and fall short when it comes to improving employee capability and on-the-job behaviors that impact business objectives. There’s a lot of “wasted learning” taking place and it’s costing organizations millions of dollars every year.
Join David Wentworth, Principal Analyst with the Brandon Hall Group, and JD Dillon, Principal Learning Strategist at Axonify, as they explore some of the ways in which the traditional LMS falls short and new ways organizations should be thinking about learning and learning technology.
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
LearningCafe Year End Omnibus Webinar 2018LearningCafe
LearningCafe has been quiet for the past few months as we try and pivot to find a new value proposition. But we are back with our popular year-end omnibus webinar discussion featuring three practice leader panels, who discuss the state of organisational learning and how they are dealing with the challenges they face.
The 1.5-hour year-end omnibus webinar features three panels of experienced Learning practice leaders from leading organisations from Australia, US and Singapore.
We discuss the role and impact of L&D in the organisation and whether it is responding to business and employee requirements. We ponder if L&D is able to collaborate across the HR silos to provide an effective employee value proposition.
Anish Lalchandani LearningCafeMaree HowardDarin Fox - Learning Cafe UnConference
Maree Howard – Head of Learning at Lendlease
Anish Lalchandani – Global Head Talent, Learning & Culture Optimisation at Standard Chartered Bank
Darin Fox – Project Lead, Long Term Workforce Strategy at Sydney Water
The panel discusses whether learning design and development is adapting by innovating and improving its products and services. We examine if we have made any real progress in improving the measurement of learning impact.
Vanessa Blewitt LearningCafeBen Carr
Vanessa Blewitt – Global Transformation Lead: Learning Intelligence & Effectiveness at Nestle
Ben Carr – Director at EY
Our third panel discusses the need for Learning to move to a user-centric approach and changes required in L&D mindset, skills and methods. We assess if Agile should be the new operating system for L&D.
Mike-Pino-LearningCafe-blackwhiteJeevan-Joshi-300x300
Mike Pino – Senior Director, Cognizant Digital Academy (US)
Jeevan Joshi – LearningCafe
Delivering business transformation - An introduction to PA Consulting GroupMatthew Webb
PA Consulting Group designs and delivers significant change for major organisations around the world.
We have delivered online banking systems, revolutionised energy markets, helped prepare companies for stock exchange launch, developed innovative new crime-busting technology, transformed manufacturing operations, streamlined customer services, and supported the delivery of multi-billion-dollar defence projects. Our contribution often breaks new ground, and we have won many awards for our work. We are a global firm, working from Washington to Copenhagen, Sydney to Baku, and all points in-between.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Join the LT show's effective practice partner, Towards Maturity to explore how to unlock the potential of your organisation, your staff and your L&D team. This lunch and learn session will combine new research insights from Laura Overton and her team with great conversation with your peers.
The session will be divided into three parts, allowing you to grab your lunch and explore tailored keys that help you nail the tactics to
Transform traditional learning in your organisation
Successfully integrate learning and work
Impact engagement, and ultimately learning culture
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
World Corporate University Forum - The Challenge of take the Corporate Univer...Katrina Thornely
Damien O'Donoghue - General Manager of the GAC Corporate Academy presented at the World Corporate University Forum on the 13th April 2015 in Dubai. The presentation talks of the challenge of taking the Corporate University beyond simply training. For more information about GAC Corporate Academy please visit gacacademy.com
In today’s dynamic world of work, the path
to opportunity—for both individuals, and
organizations—is changing.
The short shelf life of skills and a tightening labor market are giving rise to a multitude of skill
gaps. Businesses are fighting to stay ahead of the curve, trying to hold onto their best talent and
struggling to fill key positions. Individuals are conscious of staying relevant in the age of automation.
Enter the talent development function—the organizational leaders creating learning opportunities
to enable employee growth and achievement. They have the ability to guide their organizations to
success in tomorrow’s labor market, but they can’t do it alone.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Webinar Slides: 5 Reasons to Rethink the LMSAxonify
There’s no question that the LMS has become synonymous with corporate learning across small and large companies alike, and organizations are entrenched in it. But the reality is that many corporate learning management systems remain slow, hard to use, and fall short when it comes to improving employee capability and on-the-job behaviors that impact business objectives. There’s a lot of “wasted learning” taking place and it’s costing organizations millions of dollars every year.
Join David Wentworth, Principal Analyst with the Brandon Hall Group, and JD Dillon, Principal Learning Strategist at Axonify, as they explore some of the ways in which the traditional LMS falls short and new ways organizations should be thinking about learning and learning technology.
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
LearningCafe Year End Omnibus Webinar 2018LearningCafe
LearningCafe has been quiet for the past few months as we try and pivot to find a new value proposition. But we are back with our popular year-end omnibus webinar discussion featuring three practice leader panels, who discuss the state of organisational learning and how they are dealing with the challenges they face.
The 1.5-hour year-end omnibus webinar features three panels of experienced Learning practice leaders from leading organisations from Australia, US and Singapore.
We discuss the role and impact of L&D in the organisation and whether it is responding to business and employee requirements. We ponder if L&D is able to collaborate across the HR silos to provide an effective employee value proposition.
Anish Lalchandani LearningCafeMaree HowardDarin Fox - Learning Cafe UnConference
Maree Howard – Head of Learning at Lendlease
Anish Lalchandani – Global Head Talent, Learning & Culture Optimisation at Standard Chartered Bank
Darin Fox – Project Lead, Long Term Workforce Strategy at Sydney Water
The panel discusses whether learning design and development is adapting by innovating and improving its products and services. We examine if we have made any real progress in improving the measurement of learning impact.
Vanessa Blewitt LearningCafeBen Carr
Vanessa Blewitt – Global Transformation Lead: Learning Intelligence & Effectiveness at Nestle
Ben Carr – Director at EY
Our third panel discusses the need for Learning to move to a user-centric approach and changes required in L&D mindset, skills and methods. We assess if Agile should be the new operating system for L&D.
Mike-Pino-LearningCafe-blackwhiteJeevan-Joshi-300x300
Mike Pino – Senior Director, Cognizant Digital Academy (US)
Jeevan Joshi – LearningCafe
Delivering business transformation - An introduction to PA Consulting GroupMatthew Webb
PA Consulting Group designs and delivers significant change for major organisations around the world.
We have delivered online banking systems, revolutionised energy markets, helped prepare companies for stock exchange launch, developed innovative new crime-busting technology, transformed manufacturing operations, streamlined customer services, and supported the delivery of multi-billion-dollar defence projects. Our contribution often breaks new ground, and we have won many awards for our work. We are a global firm, working from Washington to Copenhagen, Sydney to Baku, and all points in-between.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Join the LT show's effective practice partner, Towards Maturity to explore how to unlock the potential of your organisation, your staff and your L&D team. This lunch and learn session will combine new research insights from Laura Overton and her team with great conversation with your peers.
The session will be divided into three parts, allowing you to grab your lunch and explore tailored keys that help you nail the tactics to
Transform traditional learning in your organisation
Successfully integrate learning and work
Impact engagement, and ultimately learning culture
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
Through this presentation, we bring you insights into how high impact learning can:
» Increase efficiency, productivity and profit for an organization
» Increased employee satisfaction
» A developed sense of ownership and accountability
» An enhanced ability for workers to adapt to change
Learn more about:
» How people are leaning today
» What people are learning
» Transformative learning
» Evolving Role of L&D and Content
» Framework to create a High Impact Learning
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
This digital transformation programme aims to equip you with the latest skills to assess how your company should evolve and transform in Digital Revolution 4.0. It aims to equip you with a digital strategy roadmap.
This digital transformation programme aims to equip you with the latest skills to assess how your company should evolve and transform in Digital Revolution 4.0. It aims to equip you with a digital strategy roadmap.
IET-KPMG-INNOMANTRA -Reinventing Innovation Design Thinking Way for GrowthInnomantra
We are delighted to announce that registrations are now open for the masterclass we are offering along with KPMG and IET - Reinventing Innovation - Design Thinking Way for Growth. The virtual masterclass will help you develop two critical future skills and stand out in a tough market - Design Thinking and Innovation. The course will be delivered through virtual, live sessions on 21-22 April 2021 via Zoom by experts from KPMG and Innomantra.
Invest Two days and be a part of this virtual masterclass and take advantage of the curriculum curated by the industry's best names in design thinking and innovation. Participants shall be provided a certificate from the IET, KPMG, and Innomantra along with access to a cohort of like-minded professionals.
The masterclass will enable your innovation enablers to:
Gain an in-depth understanding of design thinking tools and use them effectively to solve complex problems
Explore design thinking through hands-on activities
Develop a process of systematic ideation that can result in patentable and profitable ideas
Internalize the core concepts of design thinking - empathy, brainstorming, prototyping, and storytelling
Listen to the customer (Internal and external) — empathize to understand hidden/latent needs
Evaluate financial viability of a new product or service
Measure risks involved in design assessments
The Design Thinking framework also sets a foundation for Artificial Intelligence, Machine Learning, and Digital innovation
To find out more about the course, key takeaways, and fees, please find the course brochure for your consumption. We would kindly request you to nominate few innovation leaders and enablers from your organization.
For Registration or further details feel free to get in touch with Ujani Ghosh - ujanighosh@theiet.in
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 4,000 hours of work. It summarizes our combined 100+ years of experience advising executive teams around the world. And it includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates, tutorials, real-life examples, video training, and best practices to help you:
-Make your strategy happen and boost your company’s performance
Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach
-(I) Carry out your business case for change: (1) Situation, key challenge and proposed solution, (2) Project objectives and key performance indicators (KPIs), (3) Project scope, approach and team, (4) Key activities and deliverables, (5) Strategic alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of implementation
-(II) Define your operating model and organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent management, (5) Processes, (6) Technology, (6) Culture
-(III) List your potential initiatives for each pillar
-(IV) Create your business cases and financial models to assess potential initiatives
-(V) Prioritize, plan and implement your projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project implementation: agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and lessons learnt, (8) Post program evaluation and lessons learnt
-(VI) Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-(VII) Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. To improve the value of a business you need engaged people to grow
revenue and improve efficiency
engaged people
grow revenue
1
improve efficiency
3. There are specific capabilities you can build in your organisation to
engage people, grow revenue and improve efficiency
You want engaged people.
You want to grow revenue.
You want to improve efficiency.
Build capability in leadership,
management,
communication, developing
talent, managing
performance and professional
skills.
Build capability in customer
focus, sales, service,
innovation, marketing and
strategy.
Build capability in driving
change, operations, finance,
human resources, procurement,
supply chain, lean and
technology.
2
4. You have a number of choices to consider to develop these essential
capabilities across your organisation
3
5. To cost effectively develop capability organisations are leveraging
technology including e-learning, webinars and social learning
Source: Bersin 2011
4
6. To help you use e-learning and blended solutions to build organisational
capability we provide content, the platform and advisory services
Content
You want the best quality
and sufficient quantity.
We provide the most
comprehensive catalogue
of world class e-learning
from the leading business
schools, niche content
providers and successful
executives from around
the globe.
5
Platform
Services
You want wide reach and a
great user experience using
the latest technology.
You want to drive
sustainable behavioural
change.
Our cloud based learning
system enables and supports
peer to peer discussion,
collaboration and individual
learning plans.
We provide professional
services to help you
successfully design, build
and deploy a progressive
learning solution in your
organisation.
8. We aggregate, refine, upload, meta tag, map and refresh content from
these world class sources of learning
Videos and articles from the Insead
Knowledge collection on
management, leadership and
innovation.
Duration: 3:00-10:00 minutes
Videos of key Executives and
Stanford faculty on their personal
lessons learnt and insights.
Duration 2:00 – 5:00 minutes
Complete library of e-learning
Sessions, Action tips and Essentials
from leading Faculty from leading
business schools.
Duration 35:00 – 40:00 minutes
(Sessions)
Video interviews and instructional
advice from key faculty at IMD on
current management and leadership
themes and challenges.
Duration: 8:00 – 12:00 minutes
Videos of CXOs, Authors and
Thought Leaders including the
complete 50 Lessons library
Duration: 5:00-15:00 minutes
Articles on current business trends
and interviews with industry leaders
and Wharton faculty.
7
9. We also source, refresh and upload pragmatic and insightful content from
these world leading advisory firms
We provide Insights from one of the
world‟s leading consulting firms.
Bain insights are used by global
leaders on their most critical issues
and opportunities ie
strategy, marketing, operations, tech
nology and mergers and
acquisitions.
BCG‟s Publications present the
latest thinking on today‟s most
important business topics. Through
extensive surveys and rigorous
analysis the BCG experts get to the
heart of the issues that matter most
to your business.
McKinsey Insights and Publications
provide access to McKinsey &
Company‟s latest thinking with
articles, reports, video and other
content from McKinsey Quarterly
and the McKinsey Global Institute.
The reports and white papers
developed by Booz and Company
cover a broad spectrum of functional
topics including CEO succession,
innovation, strategy based
transformation, organisational DNA
and supply chain management.
AT Kearney provides Executive
Agenda, Issue Papers and
Perspectives, Research Studies and
Articles on the most topical business
issues and challenges
With over 17,000 management
consultants Accenture provides a
comprehensive suite of Research
and Insights on the hot issues for
business executives
8
10. Our content is continually replenished by an esteemed faculty
representing the world’s best business schools
Marc Bertoneche
Value Creation
Scott Snook
Leadership
Kim Warren *
Strategy
Nigel Ewington
Intercultural
Robert Dilts
Vision
Jacques Lendrevie
Marketing
Steve Muylle
Web and B2B Marketing
Mario Alonso Puig
Self Development - Stress
9
Manfred Kets de Vries
Change Management
David Trickey
Team Development
Isaac Getz
Innovation
Jacques Horowitz
Client orientation
Chris Mullard
Diversity
Lutgart Van den Berghe
Corp. Governance - Ethics
Francis P. Cholle
Innovation
Avivah Wittenberg Cox
Gender Balance
Javier Fernandez Aguado
Organizational Behavior
Tony Buzan
Creativity
Charles Handy
Organizational Behavior
Amit Muckherjee
Corporate strategy
Jack Kaplan
Entrepreneurship
Adam Grant
Engagement
Greg Katz
Ethics
Jean-Pierre Detrie
Strategy
11. We have new faculty joining regularly with these renowned experts as
recent contributors
Charles Handy
Manfred Kets de Vries
LBS - Thinkers50 N°43
INSEAD - Thinkers50 N°45
Management and
sociology of organisations
Psychology at work:
Winner and looser‟s behavior,
dynamics of high-performance
teams
Tal Ben Shahar
Harvard
Jack Kaplan
Columbia Business School
Amit Mukherjee
Patterns of Entrepreneurship
INSEAD – consultant
Corporate networks and
management 2.0
10
Well being/Positive
psychology
12. We aggregate this world’s best e-learning and provide a suite of over 1,000
interactive courses for busy executives
Essentials as 1-2 page summaries
30 - 40 minute Sessions
3 minute Videocasts
11
Action Tips and tools
13. The design of the content reinforces the learning and has been widely
recognised and awarded as the best in the industry
Practical
Review
application
In-depth
Assessment
Training
Inspiration
Action Tips
Essentials
Self-Assessments Sessions
Videocasts
Simulations
14. We embed assessment in the content to help the learner focus their
development on the areas of need
13
15. Survey results provides the learner insight into their current
understanding and prescribes specific learning content
14
16. We also can provide an industry leading authoring tool so you can develop
your own world class e-learning content
15
28. We typically work side by side with the HR team to design, build and
deploy the learning solution
Design
o
Review business
strategy and the
current capabilities to
execute the strategy.
o
Co-design a blended
program focused on
building the required
capability
o
Develop curriculum and
content for cohorts and
individuals.
o
Customise the platform
to align with branding
and competency
framework
o
Engage key
stakeholders in the build
process and prepare for
deploy.
Define “gaps” in
capability across the
organisation.
o
Build
27
Deploy
o
Manage the launch
and implementation of
the learning solution.
o
Ensure outcomes are
achieved and there is
demonstrable change
in behaviour.
o
Report return on
investment against
business outcomes.
29. We typically help design blended solutions which leverage the content and
the platform effectively and reduce the overall cost of delivery
28
30. We integrate our platform with any existing technologies where required
Web services
Single
& widgets
Tier applications
Sign On
SSO Solution
Scorm
Batch
Reporting
Import
HRIS
Reporting software
29
Connectors
Corporate LMS / Intranet
31. We provide reports on connections, activity, progress and most viewed
content
30
32. We also provide reports on platform activity and sessions in progress
31
33. With our combination of content, platform and services our clients enjoy
much greater return on their investment
Latitude
Usage rate
70%
Key Competitors
15%
(open access)
Usage rate
90%
50%
(prescribed content)
Completion rate
95%
60%
(prescribed content)
+40%
Skills Improvement
Learner’s satisfaction
rate
32
8/10
?
4/10
34. Please contact me if you would like to discuss further
Tom Richardson
Chief Executive Officer
1300 355 009
tom@latitude.la
33
www.latitude.la
36. Build leadership capability and retail expertise
Challenges:
In brief:
Apparel have “simple values to attract and develop talented people
who work together to enhance the future of our business” Andrew
Michael, Managing Director Apparel Group Australia.
Apparel Group is home to the iconic Australian fashion
brands Sportscraft, SABA and Willow. Apparel Group was
established in the 1950’s and now employs over 1300
people in Australia.
To develop talented people the organisation is focused on
developing exceptional leadership capability AND deep retail
expertise.
Solution:
To efficiently and effectively build the capability of the
organisation‟s leaders, the L&D team chose to incorporate the
Latitude Leadership Academy.
The online portal provides the ability to access world class
leadership content on demand, in the office or while travelling. The
portal is personalised for each individual based on their specific
development needs and incorporates the Apparel Group
competency framework.
35
37. Intensifying training of internal and external sales
staff
Challenges:
In brief:
•
•
•
A leading brand in the Beauty sector, Clarins now operates worldwide
in all areas of the cosmetics industry – Care, Makeup & Perfume.
To train sales staff about products
To involve partner brands
To affirm the Clarins training community
Solution:
•
•
•
•
Deployment of training/community management
programme
Blended training for sales staff
Community webspace for trainer network
Results:
After a successful pilot scheme in France and
Canada, extension to other countries
Management of 10,000 users
36
38. Supporting change by aligning management
Challenges:
To achieve its ambition of becoming everyone‟s favourite store,
Carrefour initiated a profound transformation, one of whose key
planks is a new Leadership Model.
In brief:
Carrefour is Europe’s leading hypermarket group (number
2 in the world). It has 16,000 stores in 33 countries, and
employs 475,000 people.
To support this change by building a new Client and Performance
culture and by speeding up the alignment of approaches focusing on
new skills requirements, for each of the group‟s 475,000 employees
Solution:
Development of a portal able to host all the training modules relating
to the new skills base, both at Corporate and Departmental level
Development of blended learning paths and targeted community
pages and support for L&D teams to facilitate appropriation of the
solution and path deployment
Results:
Launch in progress. Planned start date: February 2012, beginning
with the 3,000 top managers
37
39. Building leadership capability with a blended solution
Challenges:
In brief:
To continue to deliver exceptional service and grow the business
the Group Managing Director recognised the importance of
developing a quality management team to execute the business
strategy.
RAA has over $200m in Revenue and serves over 600,000
members.
The Executive team believe the results for the company are a
result of management and staff excelling in execution
Solution:
To efficiently and effectively build the capability of the management
team at RAA we co designed an annual blended program. The
blended program includes online access to Latitude Leadership
Academy, monthly workshops, assessment and individual coaching
as required.
38
40. Building leadership capability across a global organisation
Challenges:
In brief:
Efficiently and effectively build the capability of the management
team whom are spread out all over the globe.
World Vision is a global Christian relief, development and
advocacy organisation dedicated to working with children,
families and communities to overcome poverty and
injustice with 40,000 staff members spread out in nearly
100 countries
Integrate virtual learning into a blended program for the Senior
Leadership team
Solution:
Implement the Latitude Leadership Academy and align the content to
the core priorities of the business.
The online portal provides leaders, regardless of location, with the
ability to access world class leadership content on demand. The
portal is personalised for each individual based on their specific
development needs and incorporates the World Vision competency
framework
“Partnering with LLA has enabled us to deliver cutting-edge leadership
development that is uniquely tailored to their individual needs. The
content is rich and ever-expanding which keeps engagement high and
learning fresh.” Heidi Brandow, Senior Adviser – Leadership
Development, World Vision International
39
41. Building leadership capability with a blended program including
assessment and workshops
Challenges:
In brief:
As an organisation SBIT is committed to improving organisational
and individual performance through professional development and
training of staff. Professional development and training is aligned
to the strategy of the organisation and the requirements of the role
to meet present or future Southbank Institute objectives
Southbank Institute of Technology (SBIT) is one of
Queensland's leading providers of high-level vocational and
technical education with over 20,000 students from 90
countries undertaking over 100 different courses and
pathways to university.
Solution:
To efficiently and effectively build these capabilities of the
management team at SBIT we worked with Robyn Cooper,
Educational Leader, HR to design an annual blended program.
The blended program includes 360 assessment, two face to face
workshops and annual 24 x 7 online access to Latitude
Leadership Academy.
SBIT is very pleased to be partnering with Latitude to offer our
managers a leadership program tailored to their individual abilities
and contexts. Latitude provides great service. The resources available
through the portal are up to date, relevant and bite-sized, making
participation manageable, convenient and meaningful. Highly
recommended!”
Robyn Cooper, Educational Leader, HR,
40
42. Support a major strategic transformation
Challenges:
2010: launch of a major strategic transformation programme called
ONE, aimed at significantly increasing Schneider‟s role in services
and enhancing the Group‟s competitiveness
In brief:
Schneider Electric is the world energy management
specialist and employs over 110,000 people.
Need to explain the programme to 22,000 senior and junior
managers Group-wide, and to develop required skills and
approaches in less than 18 months
Solution:
Development of a path entitled ONE Leadership, which was
adapted locally according to country (in particular the proportion of
classroom/distance learning components)
Results:
Successful deployment in less than 18 months
Over 50 participating countries
Over 8 hours training for participants with 100 % distance learning
41
43. Deploying a new strategy for 40,000 managers
Challenges:
As part of the deployment of the new Facilities Management strategy,
to cascade the strategy beyond the inner circle of Group directors
To support the 40,000 managers through the necessary upskilling for
the new strategy and create a training culture making extensive use
of new technologies
In brief:
World leader in facilities management. Operating in 80
countries, the Group’s 380,000 staff share a passion for
service provision.
Solution:
Worldwide deployment of the CrossKnowledge catalogue, organised
according to Sodexo leadership skills
Support through change for L&D teams across eight geographical
zones via the CrossKnowledge Academy, in order to create paths
adapted to local needs
Results to date:
First paths successfully deployed in the Group‟s main countries, with
action plans linked to the strategy
80 % of units have a training plan including e-learning 8 months after
start of deployment
42
44. New strategy, new managerial culture
Challenges:
To align all the managers‟ skills with the Group‟s upgrade
strategy, keeping costs down in a difficult economic context
In brief:
Founded in 1950, Club Med has reinvented itself, specialising
in high-end, all-inclusive, friendly, multicultural holidays with
75 villages in 40 countries.
Solution:
A Blended learning programme with Krauthammer for the 100
inner circle managers
A 5-step distance learning programme covering the main
managerial principles of the Club for the Group‟s 500 top
managers (N - N+3) in all the zones where the Club operates
Course design and deployment by CrossKnowledge
Results:
85% login rate (local offices played a significant role in passing
on the message)
Very high takeup rate (6hrs 30mins average connection time per
manager 3/5 of the way into the programme, i.e. over 3,000
hours overall 6 months after launch)
Training on key topics at less than 15 € an hour
43
45. Responding to the challenge of time to market for
specific skills training
Challenges:
In brief:
In a highly competitive and changing market, how to deal with
development of e-learning modules to ensure improved time to
market and respond to demands for tighter control of budget and
schedules
Société Générale is one of the leading European financial
services providers. Its 157,000 staff operating in 85 countries
serve over 33 million clients worldwide.
Solution:
Using Mohive for collaborative development of specific skills
training modules by an international network of training managers
Coaching super-administrators who then cascade training to
departments
Results:
Production times cut in half: content now developed in 3 months
instead of 6
Production costs cut in half thanks to use of templates and
pooling of training resources
44
46. Increasing volume of training whilst cutting costs
Challenges:
In brief:
How to defend the position of a « client oriented mass market »
Group in a highly competitive market and adapt staff skills
accordingly
AXA is world leader in insurance and asset management,
and has 214,000 staff servicing the needs of 95 million
clients. Axa France offers a complete range of products
and services in the fields of insurance and banking.
How to train more frequently and more individually whilst cutting
training costs (objective: 30 % distance learning)
Solution:
Use of Training on Demand with all the CrossKnowledge training
resources to develop and distribute blended learning and distance
learning paths
Dissemination of custom paths prescribed by Development Center,
on a self-serve basis or supported by certified AXA coaches
Integration of solution into SABA
Results:
La solution Development Center
Transformation of entire AXA training catalogue into blended solutions
6,000 hours distance learning per year, steadily increasing (+ 50 %)
45
47. Developing on-line training to significantly reduce costs
Challenges:
In brief:
In the context of a cost reduction plan (Probasis), the group is eager to
develop distance learning as a partial substitute for classroom learning
Thales is world leader in critical information systems
for the defence, security, aerospace and transport
markets. It employs 68,000 people.
Objective: distance learning to represent 15 % of training hours within 3 years
Solution:
Integration, into a single environment, of 5,000 CrossKnowledge, Skillsoft and
Auralog resources and client-specific content, in a way that complies with the
organisation of the client‟s own training practices
Multilingual portal deployed among 50,000 staff in 30 countries
– Support for integration of new content
Results:
Over 25,000 active learners 24 months after launch, i.e. 3 times more than with
previously used traditional programmes
Programme achieved a cumulative total of 100,000 training hours in less than 3
years
Market share well above target: 25 % of training hours consist of distance
learning via the Thales portal
46
48. Transforming a Group by training staff in skills
for the future
Challenges:
In brief:
In order to become the leading e-commerce group in the fashion
and homewares sectors, Redcats is investing in a new ecommerce school to support the development of strategic skills
REDCATS is a group of 17 brands operating in 31 countries,
specialising in the on-line distribution of fashion and
homewares. The group employs over 14,000 people in
Europe and the USA.
RISe (Redcats International School of e-Commerce) must allow
staff to become leaders in key e-commerce skills and make them
able to anticipate rapid changes in the business.
Solution:
Development of RISe on-line school to accelerate upskilling of staff
and reduce costs
Support for L&D teams at Redcats via CrossKnowledge Academy:
Development of on-line and blended paths and skills-related
communities
Results:
Deployment in progress
Successful launch in less than 4 months
47
49. Speeding up the implementation of a
corporate project
Challenges:
Crédit Agricole is eager to become European leader in the
local/universal banking sector.
In brief :
Europe’s leading high street bank, Crédit Agricole
operates in 70 countries and employs 160,000 staff.
The project is cascaded to branches and local offices, and has to be
relayed and deployed by local managers
Solution:
Development of specific solution for each branch or office, depending
on its strategic context; solutions are endorsed by the group‟s training
institute (IFCAM)
Support for teams at each branch in design and deployment of key
training paths
– Skills transfer for training teams via CrossKnowledge Academy
training in the « Ifcam CrossKnowledge
Club »
Rapid implementation of corporate project in local branches
Results: mutualisation of
and
100% of managers at regional branches benefited
Gradual inclusion of other staff
48
50. World-wide deployment of harmonised management methods
Challenges:
In brief:
How to harmonise management practices and approaches
Technip is a world leader in project management, engineering
and construction for the energy industry. It employs 25,000
people in 48 countries.
How to provide training to all managers, including those
who do not have access to face-to-face training (managers
working in 48 countries)
Solution:
Development of 3 distance training packages leading to
Technip University accreditation: starting out as a
manager, value creation, communication & public speaking
Deployment among 1,000 people per year and per
package, enrolled by local HR teams
Results:
Over 65 % takeup rates
45 % skills gains measured by on-line questionnaires
49
51. Harmonising performance assessment worldwide
Challenges:
In brief:
The Group‟s success is the result of individual and collective
achievements, which is why the annual appraisal is a key management
tool. Appraisal is a year long process, with two important interviews, one
halfway through the year and one at the end.
Ipsen is a specialist pharmaceuticals
employing almost 4,500 people worldwide.
group
Solution:
A training portal featuring two distance training paths backed by two
communication campaigns coinciding with appraisals.
Results:
Worldwide deployment in 4 languages (French, English, Spanish and
Chinese) for the Group‟s 850 managers
Immediate success (75% completion rate).
Extension of programme in 2012 with two new management training paths
50
52. Worldwide deployment of harmonised
management methods
Challenges:
In brief:
How to professionalise the „Manager management‟
role worldwide as part of the development of the
Michelin Manager Guide
Michelin is a leading group in all markets relating to car tyres and travel.
It employs over 100,000 people around the world.
Solution:
Dedicated portal for the Michelin Management
Programme offering blended training in 10 languages
and
featuring
CrossKnowledge
management
resources
Path design, production
CrossKnowledge teams
and
deployment
by
Results:
Worldwide deployment after trial run with 600 Managers
around the world
Over 7 training hours per learner completed
51
53. Supporting a network of franchises
through a change in market positioning
Challenges:
In brief:
To support the upgrade of the Dessange brand to „Luxury‟
standard
DESSANGE is the world‟s leading all-round hair and
beauty specialist. DESSANGE International focuses on 2
business areas: franchising and products.
To support the development of the franchise network in 45
countries by helping them to embody the brand‟s values, provide
advice, and increase the average ticket per customer
Solution:
Development and deployment of Dessange Learning Lounge in 6
languages, on-line support for training initiatives in Dessange
schools
Co-development of 3 flagship programmes (integration, sales
advice and techniques, support for managers)
– Centralisation of specific expertise on the site via a series of
Results:
product/service records
Harmonisation of hosting/sales techniques in luxury environment
Continuous information on new products and services
1,300 people enrolled, 1,500 training hours
52
54. Developing and selling distance learning to clients
Challenges:
In brief:
To develop distance learning solutions focusing on areas of
expertise covered by SAGE (IT systems/HR, Invoicing, Cash flow
management, relations with banks, etc)
The world’s number 3 management software
publisher, Sage simplifies and automates
management and business processes for 6.1 million
companies in 70 countries.
To sell them to clients by offering simple, smooth processes
To certify partner resellers
Solution:
Deployment of platform integrated into the extranet and hosting
training modules
Integration of order and invoice processes into the platform
Results:
2-figure percentage increase in turnover in 2 years
53