Success Stories
Adani: Fueled by Opportunity
Knowing how to do something isn’t a precondition for doing it. Easy words to say, but hard for many organizations to follow. At Adani Group, they don’t just believe this can be true, they have built an entire business proving that philosophy can fuel growth.
American Airlines story: Ready for Takeoff
When your company’s mission is to lift people thousands of feet in the air and transport them hundreds of miles away, there is no room for human error.
Atos story: Balance and Inclusivity
Even in our more progressive times, gender inequality still runs rampant as it pertains to senior leadership. This is particularly true of the tech space, as women hold only 5% of leadership positions .
Read Atos story: From Push-to-Pull Experience
How does a global IT organization with over ten years of e-learning take their learning culture to the next level? Atos, the top European company in cloud, cybersecurity and high-performance computing, set out to do just that this year.
BPCL story: Learning in Transition
Typical of any organization, Bharat Petroleum Corporation Limited (BPCL) has its challenges. Senior specialists with experience and deep knowledge are retiring from the organization. Fossil fuels are a limited resource and the energy industry is looking towards alternate energy options.
CGI Story: CGI’s Search for a Modern Learning Experience
CGI does things their way. As one of the largest IT and business consulting services firms on the globe with a strong culture built on their shared dream “to create an environment in which we enjoy working together and, as owners, contribute to building a company we can be proud of.” The ultra-flat IT company has always approached learning differently than most organizations—they create a lot of their learning content themselves.
Citi Story: One Size Does Not Fit All
Some days it feels overwhelming to realize that everything the learning technology team does at Citi impacts 300,000 people.
Comscore Story: Rising Phoenix
Comscore aggregates movie, television, and internet activity, and provides analyses and insights to their clients. In early 2016 they were going strong with 2,200 employees, a highly prized brand, and a team of eight learning professionals.
Cox Enterprises Story: Forward Not Fast
It wasn’t a great day at Cox Enterprises. They weren’t going to release the new learning mobile application on schedule as hoped. The team wanted to be on time. But sometimes “not yet” is the only right thing to say.
Daiichi-Sankyo Story: A Vision for Streamlined Learning
How do you transform a disjointed learning system into an efficient and inspiring experience in one of the most regulated industries? With over 16,000 employees spread across the globe, Daiichi-Sankyo, a global pharmaceutical company based in Japan, faced strict training tracking regulations and a need for more efficient processes.
Datacom Story: Maintaining Your Edge
With 50 years’ experience in technology, Datacom has grown to be one of Asia Pacific’s leading locally-owned IT-based service providers. However, in this industry, there is no resting on your laurels. Datacom knew they needed to be future-focused to stay competitive in an ever-evolving industry.
Deutsche Telekom Story: Breaking Barriers
How do you transform a traditional learning culture into a modern one amidst strict regional regulations? Deutsche Telekom, the German telecommunications provider employing over 150,000 globally, found itself in a position to do just that.
DHL Story: Learning That Goes Beyond Learners
When DHL, the world’s leading mail and logistics company, sought to drive high performance in their business results, they knew the first place to look was at the engagement of their employees. Applying principles of the “service-profit chain,” a business management theory developed at Harvard University, that correlates employee engagement with customer satisfaction and business results.
DS Smith Story: Learning with Purpose
37 countries. 28 languages. 270 sites. And 32,000 employees. If that wasn’t challenging enough for the Learning and Development Community at DS Smith, they operate in different geographies, use different languages, and the goal was to provide a consistent quality experience for all first line managers.
Ericsson story: Running the Race
How do you transform a disparate learning organization into one that efficiently aligns with its business strategy in a time of technology evolution? This was the challenge faced 6+ years ago in Ericsson. With over 99,000 people around the globe, Ericsson, the multinational telecom provider, faced inefficient systems & processes and a learning disconnect from the business goals.
flexigroup Story: Feeding Your Mind
When Graham Blaxell—Manager of Learning Performance & Design—started working at flexigroup, he was committed to changing how the employees at the consumer finance company approached learning.
FM Global Story: The Silver Lining
FM Global, one of the world’s largest commercial property insurers, has training needs that go far beyond those of a typical insurance company. Founded in 1835, FM Global uses a unique business model based on the belief the majority of property losses are preventable, not inevitable.
HCL Technologies Story: A STAR is Born
One thousand jobs were at risk. HCL Technology had staffed up to focus on an industry that was going through difficult times. If they didn’t figure out something fast, 1,000 employees would lose their jobs. People who counted on this job to pay the bills and take care of their families.
Hitachi Vantara Story: From Gradual Integration to Overnight Adoption
How do you create a shared learning culture when two organizations merge? As the Director of Talent Development at Hitachi Vantara, Karin Levitt was tasked with this very challenge.
IVMF Story: Skills Edge for Transitioning Veterans
Adapting to civilian life after serving in the military is not always a smooth transition—especially when it comes to joining the civilian workforce. Many service members have developed skillsets that are not always easily translated into private professions and find themselves unsure of what jobs to look for.
Lexmark Story: Bolstering Women in Career Development
Despite our modern times, there is still a gap of women in leadership—Lexmark wants to fix that. When it comes to priorities, developing a top-notch pipeline of diverse talent through leadership development comes to the forefront for Lexmark—especially for women.
Lloyds Banking Group story: Accelerating Leadership for an Accelerated World
In an increasingly complicated world, how can large organizations ensure their leaders have the support they need to meet new and complex challenges? As part of their CEO’s 2017 strategic review, Lloyds Banking Group was tasked with building a solution for just that. Lloyds has long had a strong learning and development culture that promoted building skillsets for the future.
Lockheed Martin story: Endless Reinvention
What do you do when you can’t hire the people you need? Lockheed Martin sees learning as a competitive advantage for the company and prides itself on employees being kept up to date on skills and capabilities.
LRMG story: Is Your Talent Future-Fit?
Research shows that up to 60% of organizations don’t have the people and skills required to execute their business strategy. It’s so commonplace that most human resource professionals have come to expect the gap, and assume leading change will require recruiting external talent.
ManTech story: Mission-Critical Learning
ManTech is a $2.2 billion government services contractor dedicated to supporting the most critical customers in the world: agencies charged with safeguarding U.S. national and homeland security, and the efficiency of government itself.
Mettler-Toledo story: Disrupted
Soon after the new year began, Mettler-Toledo had to ground their global trainers. It was a big hit to their plans.
PSAV story: Investing in Your Employees
When PSAV, a global leader in event experiences, grew more than three times its original size over a very short period, they found themselves with more than 14,000 skilled professionals spread across 2,100 global locations.
Realty ONE Group story: Maintaining Engagement & Brand Consistency
When a company experiences tremendous growth, maintaining a consistent brand experience is critical to preserving success. Realty ONE Group, a lifestyle real estate brand, rapidly expanded to a workforce of 13,000 real estate professionals.
Rizing: Growing Pains to Gains
How do you take a pipeline of leaders and ensure they have the skills and support needed to flourish in a growing environment? Rizing, a global professional service provider, did just that. In the last year, Rizing grew at unprecedented rates; it more than tripled its people, acquired five organizations and its team of three HR leaders became eight.
RPG story: The Power of Alignment to Business Outcomes
When RPG Group started hearing that employees didn’t feel connected to the company, they knew something had to change. But with 30,000 employees in over 100 countries, they needed some serious resources and commitment to make an impact.
Singtel story: Learning More with Less
How do you future-proof your organization in a time of rapid technology changes? This was the challenge that Singtel, the Singapore-headquartered communications technology group, faced. To meet business needs in new areas like 5G, IoT and cybersecurity, Singtel had to upskill its employees to enable them to thrive in the digital economy and prepare for future roles.
Standard Chartered story: Striking the Balance
How does a global organization strike the right learning balance to prepare its employees for the future? Standard Chartered, the multi-national bank that employs nearly 100,000 people across 60+ countries, set out to do just that.
Super Retail Group Story: Ready. Set. Go. Engage for Impact
Super Retail Group doesn’t ask employees if they liked their training. They want employees to enjoy learning, but liking training is a vanity metric that doesn’t tell their learning team if they are doing the right things for the business.
Tech Data story: Treating the Symptoms:A Psychological Approach to Learning
How do you ensure your organization derives the most value out of its largest resource, your employees? Tech Data, the global IT distribution company with more than 14,000 employees, needed to capitalize on its learning efforts in a more effective way to provide value to its clients.
Teradyne story: Spread the Learning
How do you rebuild your learning strategy and put it at the center of your organization after it took a back seat? Teradyne, the leader in test and automation solutions employing more than 5,000 people, gained inspiration from subsidiary Universal Robot’s emerging strategy.
Unisys story: Securing Your Tomorrow
To survive 145 years, Unisys has gotten incredibly good at reinventing itself. A decade ago, they might have quenched the thirst for new skills by looking outside the organization. Today, the hunger for new skills has only accelerated, and so too must be the method used to fill gaps.
University of Auckland story: Growth Mindset and Skills Agility
If there is one industry that absolutely demands skills agility, it is IT. With technology changing at such a rapid pace and digital transformation becoming a critical factor in every type of organization, IT functions across the globe are presented with the realization that they can no longer be reactive to technological advancements.
Welspun story: Driving Learning Adoption Across a Diverse Workforce
How do you change the hearts and minds of a large, geographically and culturally diverse team? Welspun Group, a global conglomerate with a strong business presence in line pipes, home textiles, infrastructure, warehousing, oil and gas, steel, retail and flooring solutions needed to do that for over 35,000 employees.
Wipro story: Flip the Script
How does an organization with over 180,000 employees ensure its learning efforts are applied to the work? Wipro, a leading global information technology, consulting and business process services company, needed to take its learning to the next level to ensure employees were future-ready.