In today’s global business landscape, large enterprises face a very diverse set of challenges in aligning formal, informal, social and mobile learning programs across varied business functions. As each business function comes with its own needs and objectives, enterprises focus on successfully achieving a balance of meeting individual priorities while still maintaining a unified corporate strategy.
Here at Skillsoft, we are excited to regularly collaborate with our customers in developing enterprise-wide strategies that meet their multi-faceted objectives and employee needs with customized learning programs.
To take a deeper look at how some of our customers are achieving success using strategic approaches to learning, today we highlighted three unique case studies. Through our solutions offering, Ingersoll Rand, PPD and Tata Consultancy Services have met a range of strategic objectives including enabling continuous learning and fostering a learning culture across a diverse, global workforce.
Read more about how each of these organizations implemented learning programs below:
Ingersoll Rand – Enhancing a learning culture through focused objectives
Ingersoll Rand is a $14 billion dollar diversified industrial company with 83 manufacturing facilities worldwide, including operations in every major geographic region. Ingersoll Rand’s leadership development track is a working example of a blended-content approach.
By mixing Ingersoll Rand-specific content with professional development resources from Skillsoft, the organization has created a comprehensive approach to manager training that aligns with their overall business objectives. The program has been a huge success as leadership within the engineering department has now not only become a champion of the Project Management Training Program, but is driving change in the learning culture throughout the organization.
More details on this case study can be found here.
PPD – Empowering learning culture in the enterprise
PPD is a leading global contract research organization providing drug discovery, development and lifecycle management services. With different training groups across the organization, a decentralized structure resulted in inconsistent content and duplication of effort and costs.