The Business Case For ELearning [Electronic resources] نسخه متنی

PEC: A Viable Learning Solution

Based on success that Cisco had experienced with its Field E-Learning Connection (FELC) for supporting the learning needs of the direct sales force, Cisco leveraged the model of a learning portal to its extended enterprise comprised of partner organizations. In March 2000, Cisco created a one-stop, application-based learning portal called Partner E-Learning Connection (PEC), which met most partner learning needs through relevant content about products, services, and technologies. As an Internet learning solution, PEC was able to offer each employee within its partner companies personalized access to content, thereby meeting the needs of the specific individual. (See Figure 8-1.)

If a new product is launched that was relevant to only one individual at an overseas branch of a U.S. reseller, that specific individual can find support online when learning about that product. She can pull up the slides, review the accompanying notes, listen to the video-on-demand (VoD) presentation, and review white papers on the topicall from the portalto gather in-depth understanding of the product.

The portal continues to expand its offering in e-training, e-communication, and e-assessment tools. Learners can pursue a formal curriculum as well as obtain specific information on products and technologies. Practice tools and assessment items enable learners to validate their skills or prepare for certifications. Some common features of the PEC include the following:

A robust search and browse functionality that scans disparate databases and systems at Cisco to find VoD modules that are relevant to a learner's focus, subject matter, speaker, or sales theater anywhere in the world.

Learning maps that group course offerings around a common learning objective together with navigation tools linking directly to the courses. (See Figure 8-2.)

Online remote lab programs that enable learners to connect to real networking equipment in a lab and receive instructional directions.

Robust reporting capabilities under a tool called MyLearning, which enables individuals to track and monitor their curriculum progress, understand exactly which of their employees have taken and passed the assessment tests, and assess employee baseline product knowledge and progress. The tool also enables individuals to communicate their progress to their management.

Electronic access to Cisco sponsored experts or "e-mentors," who can respond via e-mail, phone, or online (meeting learners in a lab, connecting to their screen, and walking them through an exercise).

Online registration and a web catalog of classroom and virtual leader-led sessions offered across the globe, as well as searchable documents and presentations.

Through these tools, among others, PEC offered a robust capability for just-in-time personalized learning for employees across the extended enterprise of Cisco. With its online tests, availability of learning offerings, and quick access to product information through search tools, PEC became a working model of the productivity pyramid metaphor.

Feedback About PEC

The partners took some time to overcome initial barriers to PEC adoption. Like many innovations, early partner organizations experimented with PEC. Some of their earlier feedback that restricted rapid acceptance included the following:

Lack of awareness about available content

Slow access speeds over some Internet connections

Preference for classroom training

Desire for local languages

High price of some content

As the program matured and continued to offer a wider range of tools and services, the objections about lack of specific content were resolved, and the program feedback is now incredibly positive. Over the years, PEC has become the most favored form of learning among partners. Learners report that this site fulfills more than 30 percent of their content needs. Approximately one fifth of learners in partner organizations report receiving half of their on-the-job training and information from PEC. (See Figure 8-3.)

When asked to comment on how PEC has impacted their business, Cisco partners have mentioned the following:

Helps sell or recommend Cisco products and services

Serves as primary source of Cisco training

Lowers cost of doing business

Reduces time to knowledge

Increases confidence with customers

Helps stay current

Differentiates Cisco from other vendors

As of July 2004, the total number of subscribers exceeded 160,000. More than 25,000 companies spread out among 132 countries were using the site. About a dozen local-language courses were available. More than 500 new users were signing up for the program each week. Internet learning has now turned channel communication (to and with) into a strategic advantage by improving partner success and loyalty. The numbers alone demonstrate the widespread adoption of the PEC.

Business Benefits of PEC

As a result of the efforts, sales force and support readiness among partners is now more efficient, timelier, and more relevant to a constantly changing environment. Partner organizations report benefits such as savings in training expenses, increased productivity, and increased customer satisfaction. According to one estimate, use of PEC saves partner organizations 11 hours per month per employee. (See Figure 8-4.)

Not only does the portal enable learners to access content at will, but it also saves the Cisco sales force the time it used to spend training partners on the road. That role has now been assumed by PEC, which offers the sales force the time to focus on customer needs rather than training.

According to Cisco estimates, PEC helped generate $41 million in savings for the company in fiscal year 2003. Of that $41 million in savings, almost 20 percent was from time efficiencies, and the other 80 percent was through cost reduction (for example, reduced cost of labs, travel, lodging). (See Table 8-1.)

Using the tool has helped partner organizations achieve the criteria of increased certified individuals, increased partner specializations, and improved penetration of product and technology updates in the channel. Evidence of the success is demonstrated in the partner satisfaction ratings, as shown in Figure 8-5.