Excellence in Blended Learning: Recognizes vendors that have deployed a variety of tools in support of a client’s learning program that delivers engaging learning combining multiple modalities.
In 2015, Norwegian telecom company Telenor hired Sigve Brekke as new CEO and president. From the start, his goal was to develop a strategy that would take the company from a traditional telecom provider to a full digital-services provider. To do this, he believed the company needed to start thinking like a startup company, that meant reworking the culture which was pleasant but slow-moving and uninnovative.
Telenor’s learning and development team partnered with INSEAD, an international graduate business school based in France, to launch a large-scale digital innovation program. INSEAD created a series of pilot initiatives such as a four-day program for senior executives delivered to five groups from May to September and reaching 180 leaders. It also included an online program delivered to two cohorts of senior middle-managers. Both programs included an action learning project based on a real product so participants could apply lessons directly to their work at Telenor.
After examining the pilot, INSEAD developed four one-week modules on digital disruption, insights into customer problems, creating new business models in response and leading in an uncertain environment. In the end, more than 85 percent of initial participants agreed they would highly recommend the program to others.
When North Carolina-based QuintilesIMS wanted to develop a blended learning approach to solve their sales challenges across the company’s global footprint, they turned to Intrepid Learning to design an eight-week MOOC-like program that focused on applied learning using real-world sales, peer reviews and collaboration and manager feedback.
The program began with an overview of the company’s sales process where participants worked to discover client opportunities by understanding how to solve company issues. Further modules focused on practicing interactions to create more impactful client meetings and phone calls and qualifying sales opportunities. Throughout the process, sales managers received feedback coaching.
An impact survey showed 64 percent of respondents are now receiving regular feedback from managers, which in turn leads to more highly qualified and productive sales leads.
Internal research showed a number of managers at Swiss insurance company Zurich Insurance Group struggled to lead others. The problem wasn’t a lack of management ability but rather engagement and understanding of what a great people manager at the company should act like. CrossKnowledge answered the challenge by creating a blended learning approach using an online learning platform to identify and develop eight things great people managers at Zurich do.
Marygrace Schumann is an editorial intern at Chief Learning Officer magazine. She can be reached at editor@CLOmedia.com.