IBM is no stranger to the concept of corporate education. In fact, providing workforce development opportunities is part of the technology giant’s corporate heritage, a time-tested effort to ensure market leadership through top-notch associates trained an
It is a challenge to train toward future states rather than to current practices. Training efforts are being stretched in many organizations to meet the current demands of developing proficient employees in the jobs that exist today. Moreover, organizatio
First came the articles, then the books, and now I see that an entire conference is devoted to the ROI of training. Obviously we’re seeing a backlash against the orgy of IT spending of the late 1990s, and against e-learning initiatives that fell short of
Momentum investing became very popular during the technology run of the 1990s, which ended with the dot-com bust. Momentum investors look for stocks in early stages of strong top-line and bottom growth that could continue based on fundamental business-mod
We’ve all heard it before. The only constant in this world is change. In the marketplace of enterprise learning, we have adopted this as a mantra. Many corporate-learning pundits and corporate executives forecast huge shifts away from instructor-led train
Corporate universities were first created in the late 1980s as an enhancement to traditional training departments.
The old saw, “When revenue is down, training gets cut,” is for many CLOs, and their direct reports, a painful reality. So chances are, you are either anticipating cuts or already know their extent as reflected in your final numbers.
In 1999, PurchasePro spent a small fortune on instructor-led training (ILT) for sales, customer service, vendors and clients. They knew that e-learning suited their product well, yet e-learning wasn’t ready for (Web) primetime. ILT was still more valuable