Articles by:
March 1, 2004
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T-Mobile: Shaping ROI With Learning Technology
When you add airfare, room and board, miscellaneous travel costs and time away from work, the task of training a workforce can be taxing to an organization’s operation budget. If cost is an issue, and it always is, and enterprise learning is an objective
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Risk-Mitigation Strategies to Increase Learning ROI
One sign of the increasing impact and scope of corporate learning today is that CLOs are starting to focus on risk-mitigation strategies. Budgets are being scrutinized, and learning executives are being asked to show a clear return on investment. With inc
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They’re Buying Holes, Not Shovels
In 1960 Theodore Leavitt wrote “Marketing Myopia,” the groundbreaking article published in the Harvard Business Review in which he asked mangers, “What business are you really in?” Leavitt suggested that if those in charge of the railroads had been asking
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KeyBank USA: Banking on Learning Success
Cleveland-based KeyBank USA, a large bank-based financial services company with assets of around $84 billion, employs nearly 20,000 people. The Key Employee Development (KED) team’s focus on training led internal clients to turn to it expecting primarily
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Learning Investments: More for Less
In the dot-com days, many companies were willing to invest more to get more. Companies would invest in changing a process to improve customer satisfaction, even if it took more labor hours. They would purchase more capable technology, even if it cost more
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Bob Corcoran: The Power of GE Education
More and more companies today are realizing the value of workforce learning and development, reaping the return on investments into human capital. Ask chief learning officers to name the leading companies in the enterprise education movement, and it’s alm