Jay Cross, Internet Time Group eLearning in Corporate America

eLearning in Corporate America “Flag,” Jasper Johns, Museum of Modern Art, New York

Evolution of eLearning in corporate America Napoleon & Moscow & eLearning Cost/benefit analysis, ROI Success Stories Trends Agenda

No need to take notes… InternetTime.com

“I don’t want to think about it.” Enterprise decisions on hold. Virtual meetings replacing travel. On time more important than exactly right. Current Mood

Now 2001

1999 “Experiment.”

ASTD Dallas May

Going thru the motions 1999

Model: Learning Factory The only thing one learns from spoon-feeding is the shape of the spoon. Graphic by vis-a-vis,

The Visual Display of Quantitative Information by Edward Tufte

140,000 lost to death and desertion 449,000

8,000 lost in battle 30,000 lost in battle 100,000

35,000 lost to starvation and cold 24,000 more lost to starvation and cold another 14,000 lost 4,000 lost in battle

another 10,000 die here 10,000

Customer service reps 1,000 new hires How many skilled workers? eLearning

31% do not attend compulsory eLearning -30%

-20% Computer errors I love you virus! Kournikova virus!! Nimda virus/worm!!!

-10% Interruption

-20% Roadblocks

-20% Irrelevant

-20% Low priority

-30% Don’t know how to learn

-50% Forget

Time From First LearningPercentage of Material RememberedPercentage of Material Forgotten After 1 day54%46% After 7 days35%65% After 14 days21%79% After 21 days18%82% After 28 days19%81% After 63 days17%83% Spitzer (1939) The Forgetting Curve

90 Survivors 910 eLearning casualties

Line Manager Training Manager Senior Executive Evolution of Corporate Motivation

Training Manager Get them trained Cut costs Satisfy the IT department Cut costs: instructor salaries, travel

Line Manager Make my numbers Increase customer satisfaction Stomp the competition Improve business results

Transform the business Recruit and retain the best people Reduce cycle time Be nimble and innovative Senior Executive Strengthen the organization

“Learning is at the heart of a company. It is the competitive advantage in an organization.” “Raising the intellect of the company, every day, is what it takes to win.” Senior Executive Attention Jack and Jay, November 2001

© 2001, Internet Time Group Graphic by vis-a-vis,

Reach more people Time to performance 3 Success Stories Depth of learning © 2001, Internet Time Group

Depth of learning transform the workforce – retooling for new business models, certifying large numbers of staff, making mergers work, keeping up with the times and changing corporate culture

Unisys University Electronic-Business School My Portfolio, a personal, secure, online tool containing career development and training information.

Results Employee satisfaction 29%  76% Unisys U satisfaction 82%-90% Reduces training costs by 25-45% Reduces training time by 35-45% Increases learning effectiveness by 15-25% + $100,000,000/year incremental revenue

Reach more people improve relationships with customers – help customers learn to “pump their own gas,” get dealers and channel partners up to speed

Extended Enterprise The “ecosystem” Extended Enterprise Customer Dealers Suppliers Raw materials Value Chain 2001 Our workers

Results of Educating Customers More than 100,000 customers signed up to learn Windows, Word, and Office apps online. Value of increased customer loyalty? Conservatively, $20 million in repeat business over three years.

Time to performance accelerate sales – speed up sales force development, roll out new products faster, learn to sell solutions

Previous Sales Training One-week workshop in California 1,440 new additions to sales force each year $5 million average quota 15 months to reach proficiency

New Sales Training Add introductory eLearning before F2F Change nature of workshop Add practice and reference material after

Result Time-to-proficiency cut 9 months 1440 people x ¾ year x $5 million quota = $3.5 billion/year

Personalization Learning to learn Integration Best practices Internet Time Group

Personalization Learning to learn Integration Best practices

Concept / Explanation 7x24 Mentoring Software Simulation Pre- Assessment Demonstration Seminar Interactive Exercise Threaded Discussion Expert-Led Chat Peer-to-Peer Chat Mentored Exercise Role-Play Simulation Quantitative Simulation Mentored Exercise Case Study Interactive Exercise Web Research Project Simulation Test Proficiency Assessment Certification Prep Test White Paper Article Seminar Collaborative Workshop Online Lab Study Group Meeting Reference Articles Web-Links

2001 Learner is the Customer Personalization Learning to learn Integration Best practices

Personalized Content Personalization Learning to learn Integration Best practices

Learning Content Management System Learner Profile Personalization Learning to learn Integration Best practices

Personalization Learning to learn Integration Best practices Events Process Learning

Meta-LearningLab.com www. Where corporations invest 90% Formal 10% Informal How workers learn 20% Formal 80% Informal Formal learning, class, seminar, course Informal learning, on the job, trial & error Improving the Process Personalization Learning to learn Integration Best practices

Enterprise Integration Knowledge Management eLearning Performance Support Communities of Practice Customer Learning ERP 2002 CRM Supply Chain Web services XML Personalization Learning to learn Integration Best practices

Personalization Learning to learn Integration Best practices

eLearningForum.com www. Personalization Learning to learn Integration Best practices

The Economy

Internet Time Group InternetTime.com

Jay Cross, Internet Time Group eLearning in Corporate America

eLearning is learning on Internet Time eLearning © 2001, Internet Time Group