Lernmanagement - Trigger für L&D Transformation

1. Successfactors LMS implementation
Trigger for L&D Transformation
Karl-Ludwig Knispel, Deloitte Consulting SAP Education Forum, Regensdorf, June 21 2017

2. 22017 Deloitte
Our todays Journey
1
2
3
4
Situation in L&D - Example
Learning Transformation towards HILO
Project Management
Successfactors and Learnings

3. 2017 Deloitte
Situation in L&D - Example

4. 42017 Deloitte
• Decentralized independent L&D units acting as silos. All HR activities in L&D
are executed with minimum headcount of approx. 1 FTE per Business Area (i.e. far
below benchmarks)
• An investment of CHF X Mio was made across all divisions without clarity
about effectiveness: Similar authoring software and training systems, redundant
training programs, differences in the training execution, no supplier management
• Employee surveys show little satisfaction with the training and development
offerings of L&D
• No suitable IT infrastructure to roll out global offers quickly and efficiently and
to show their impact measurably
• Analysis of synergies and
redundancies on a global scale
• Strategic re-calibration of L&D
• Alignment of L&D to business
challenges / stronger integration
with the business
• Identification of the best mix of
innovative learning and teaching
methods and a cloud-based
infrastructure for continuous
learning, performance support,
learning & content management,
communities of practice
• Creation of “One-Shop-Solution”
for Learning
• Analyze the internal L&D
offering to achieve clarity about
company’s investment in L&D in
all countries and across business
units (20,000 FTE in 170
locations worldwide)
• Strategic re-orientation of
employee qualification and
personnel development with
focus on business requirements
and business strategy
• Realize savings in the HR
budget
• Development of an evolved
L&D organization globally
aligned program offerings
• Establish E-Learning and
Online Learning Formats
L&D Transformation to increase efficiency and business impact
Example Case – Mechanical Engineering Company
Objectives Approach
Situation

5. 52017 Deloitte
Learning and Development under Top 5 Trends since 2014
Quelle: Deloitte HCAS Trend Study 2017

6. 62017 Deloitte
Meet the Modern Learner
Our research shows a change in
expectations from the “Modern Learner”
towards personal development
Source: Bersin by Deloitte

7. 72017 Deloitte
Top Challenge for Learning & Development
Engaging the learner with corporate learning is a common
challenge across organizations
66%of L&D leaders say they’re having a hard time
getting employees to engage with corporate learning
…only 18% say
it’s not a problem

8. 2017 Deloitte
Learning Transformation
towards HILO

9. The High-Impact Learning Organization
The Bersin by Deloitte Learning Organization Maturity Model
outlines four levels of maturity for learning organizations
9
Level 1: Incidental Training
Source of Ad-hoc Job Support I Mentoring & Apprenticeship
Emerging Need for Professional Training I SME-Focused
Level 4: Organizational Capability Development
Source of Business Performance Capability & Learning Agility
Executive Driven I Cultural & Systemic Focus
Level 3: Talent and Performance Improvement
Source of Talent Development & Performance Consulting I Integrated with HR / TM
Improving Alignment I Process & Technology Focus
Level 2: Training and Development Excellence
Source of Designed Instruction I Envolving Governance & Operation
Improving L&D Core Processes I Program-Focused
Source: Bersin & Assicociates, 2012
Bersin by Deloitte defines
high-performance learning
organisations, referred to as
"HILO’s:
As those that
excel at building
organization wide
capabilities
that drive
business growth
What is a HILO?
“
“

10. 102017 Deloitte
Building Blocks of High Impact Learning Organizations
A transformation framework to assess the current state of a
company’s learning and development operations
Organization
Moving to a centralized or federated model, standing up
shared services, and establishing governance can optimize
operations and create accountability and transparency.
Portfolio
Harmonizing and rationalizing curricula can reduce
redundancies, improve user experience, and facilitate
alignment to business objectives.
Technology
Simplifying and upgrading learning technologies can
reduce costs, improve learning outcomes, and facilitate
ability to quantify business outcomes.
Vendors
Implementing a structured vendor management process
including preferred vendors and negotiated rates can
reduce costs and improve quality and efficiency of
services.
Effectiveness
(Shared Services,
regional vs. central
scope, governance &
process design,
standards, impact)
Efficiency
(Staff sizing,
curriculum &
portfolio, vendor,
business impact
measurement)
Alignment
(customer
satisfaction,
business impact,
needs oriented)

11. 112017 Deloitte
Drivers for Transformation
INCREASE THE VALUE OF YOUR LEARNING SPEND by improving
the effectiveness of your learning programs, efficiency of your
learning operations, and alignment of your learning and business
strategies
ORGANIZATION
What changes
should we make to
our operating model?
Portfolio
What capabilities
do we need serve
the business?
VENDORS
How do we optimize
relationships with
third parties?
TECHNOLOGY
How can we best
leverage learning
technologies?
EFFECTIVENESS
Integrate learning
operations with talent
management strategies
to address critical
talent gaps
Use performance
consultants to identify
urgent, time-critical
business needs
Collaborate with
procurement to facilitate
alignment with business
needs and impact on
business results
Simplify and upgrade
learning technologies
to improve learner
experience and outcomes
ALIGNMENTEFFICIENCY
Create a central
learning shared services
function to eliminate
duplicative activities
Conduct analysis,
planning, and other
due diligence ahead of
learning activities
and programs
Create and govern
vendor management
processes to require use
of preferred vendors and
negotiated rates
Partner with lines of
business to allocate
learning budgets to
programs with the
greatest business impact
Increase engagement
and capability to
support the current
business strategy
Review and refresh
vendors to align with the
current and changing
needs of the business
Invest in measurement
tools to track and report
business outcomes
Rationalize duplicative
learning management
systems and regularly
cleanse curricula

12. 122017 Deloitte
Best Practice Sharing: Initiatives related to HILO Building Blocks
Participants Input from World-Cafe
Organization Portfolio
• Federated anstatt Governance from Top-
Down (eventuell dezentrale Akademien
mit Shared Services)
• Netzwerk mit ko-lateraler Führung
• Academy – Zentralisierung
• One Entry Point for Learning
• Fluid and agile
• Mitarbeiter/Menschen mitnehmen
Change Management
• Know How vs. Time
• Struktur / Organisation muss allen
bekannt sein, nicht nur dem
Management
• Curricula nach Rollen in Firma
• Aus Jobrolle Personas entwickeln
Lernformate definieren
• Buy or Make: Einkauf von nicht-
firmenspezifischen Angeboten
• Apps: Learn anywhere, anytime
• Basierend auf Business Use Case
• Explizite und implizite Search Analyse:
Proaktiv und Push
• “Einschätzungs-Robot” für Lerner

13. 132017 Deloitte
Best Practice Sharing: Initiatives related to HILO Building Blocks
Participants Input from World-Cafe
Vendors Technology
• Customer Communities: Co-Creation von
Contents
• Open Content einbinden
• Kooperation mit Einkauf: Transparenz
schaffen
• Digitale Kompetenzen stärken
• Technologien ausserhalb des
Unternehmens nutzen
• Seamless Learning: Lernen begleitet
mich auf all meinen Devices
• Content Portal

14. 142017 Deloitte
Decentralized, Federated, or Centralized Organization each have
specific Benefits and Risks
© Bersin by Deloitte, 2015
Decide on Organizational Model

15. 152017 Deloitte
Most HILOs are either centralized or federated and stage their
processes and capabilities intentionally
Learning Organization Models by Performance Level
32%
54%
14%
5%
54%
41%
Decentralized
Federated
Centralized
High-impact learning
organisation
Low-impact learning
organisation
© Bersin by Deloitte, 2012
• Overall learning strategy
• Product & program
management
• Business planning for
learning / budget allocation
• Learning technology
ecosystem
• Vendor management
• Learning architecture design &
maintenance
• Intersections with talent management
• Audience intelligence
• Performance consulting
• Content management / content
integration (& testing)
• Information architecture
• Project management
• Marketing / communication
• Business intelligence / analytics
• Quality / process improvement
• Content development &
curation
• Instructional design
• Delivery & facilitation
• Change management
• Transfer of learning support
/ performance support
• Coaching / mentoring
• Knowledge management
… more decentralized … more centralized… balanced in contribution
In HILOs, the center of gravity for each of the following is likely to be…
© Bersin by Deloitte, 2012

16. 2017 Deloitte 16
Project Management

17. 2017 Deloitte 17
How is Agile Project Management different from Waterfall?
Change
vision
and
planning
Change Planning
Communication
Stakeholder Management
Capability building
Change activities are
conducted per and
for each iteration
specifically
Preparation
Design & Develop
Deploy & Test
Implement & Launch
Hypercare & Support
AgileOCM
Management
WaterfallOCM
Management
VS

18. 2017 Deloitte 18
Deloitte’s implementation approach for SuccessFactors uses our
Enterprise Value Delivery (EVD) for Cloud HCM Methodology
Implementing LMS in the Cloud requires a different Approach
Features of Our Proven Methodology
and Approach for SuccessFactors
include:
1. Agile vs. Waterfall Methodology
2. Iterative vs. Sequential design
approach
3. Pre-configured business processes
including cross industry leading
practices
4. Configuration (easier to
update/upgrade)
5. Pre-built templates for data
integrations
6. Evaluating the impact of updates on
development and testing windows
7. Testing templates and business
scenarios focused on processes, data
and configurations
Deloitte Consulting’s proven implementation approach for SuccessFactors uses our Enterprise Value Delivery
(EVD) for Cloud HCM Methodology defined by the phases that go across the various HCM work streams
We use an agile methodology with an iterative design and build approach
Project Management
Value
Business Processes
Organizational Change Management
Reporting Analytics
Information Technology
Security Controls
HR Service Delivery
PLAN
Our cloud
based,
iterative,
approach
EVD for
Cloud HCM
Create
Work
Book
Build
Review Sign-Off
Work
Book
Build
Config.
Unit
Test Test

19. 2017 Deloitte 19
Three steps for implementation Success
Enhancing SAP Launch (Former BizXpert) Methodology
1
2
3
BizXpert ® / SAP Launch Methodology
Enterprise Value Delivery (EVD)

20. 2017 Deloitte 20
Successfactors and
Learnings

21. 212017 Deloitte
Critical Successfactors and Best Practices
Our learnings from multiple client projects and best practices
Successfactors for your SF LMS
Implementation
Best Practices to „Bridge the Gap“
• Dedicated resources available in the project
team
• Project Management Skills der Projektleitung
• Top Management Commitment und Leadership
Buy-In
• Stakeholder Management and Expectation
Management
• Training und Change Management
• Clear Business Case, Investment Costs and
Funding Model
• Implementation Partner
• Support Organization (Shared Services vs CoE)
• Understand your As-Is and To-Be Processes as
well as the new System
• Introducing a Mobile Learning Solution
• Create a social learning project to collaborate
across hierarchies
• Establish a new communication platform
• Develop Performance Support App
=> Examples to “Bridge a Gap” and support
Innovation (Steve Dineen, Fuse)

22. 2017 Deloitte 22
Implementation Results of the Sulzer LMS Learning Solution
Results of the Example Case
Results
Federated L&D Structure With Connected
Regional Hubs
SuccessFactors as Global Talent/Learning
Management System
Corporate HR
Corporate
HR
LATAM
ASIA
PACIFIC
EMEA
Governance
Structure
Control
Processes
Decision
Making
Learning
Architecture
• Federal governance structure equally represented by HR and the business units
(advisory councils)
• Re-allocation of L&D budget (1/3 from HR, 2/3 from business)
• New globally aligned training catalog with massively expanded range in online
training formats
• Each professional initiative and training offer has a business owner
• New training offers like a target group specific onboarding, a project management
certification, and a "High Impact Leadership Development“ program
• Learn @ Sulzer as the “One-Shop-Solution” for Learning & Development

23. 2017 Deloitte 23
Thank you for your Participation!
Karl-Ludwig Knispel
Manager Human Capital Advisory Services
Deloitte Consulting GmbH
Schwannstrasse 6, 40476 Düsseldorf, Germany
Tel: +49 (0)211 87722921
Mobil: +49 (0)151 58003684
kknispel@deloitte.de
www.deloitte.com/de

24. 2017 Deloitte 24
Flipcharts zu Building Blocks slide 12

25. 2017 Deloitte 25
Flipcharts zu Building Blocks slide 13

26. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”),
its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and
independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see
www.deloitte.com/de/UeberUns for a more detailed description of DTTL and its member firms.
Deloitte provides audit, risk advisory, tax, financial advisory and consulting services to public and private clients spanning
multiple industries; legal advisory services in Germany are provided by Deloitte Legal. With a globally connected network of
member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients,
delivering the insights they need to address their most complex business challenges. Deloitte’s more than 244,000
professionals are committed to making an impact that matters.
This presentation is for internal distribution and use only among personnel of Deloitte Touche Tohmatsu Limited, its
member firms and their related entities (collectively, the “Deloitte network”). None of the Deloitte network shall be
responsible for any loss whatsoever sustained by any person who relies on this communication.