Does the world need another corporate learning solution?

That is a question I get asked quite often.

Does Ignite need to exist in a crowded corporate learning market with billion-dollar insurgents and high switching costs of Learning Management Systems?

My answer is yes—at least for now.

The logic is simple. How is it possible to have a market that is close to $400B and yet have only 10% of that spending be linked to tangible results for buyers?

And what can get results for buyers?

A solution that can link upskilling to results on projects and metrics that matter to the company.

It is that simple. So, where is the gap?

Here’s my take on the problem.

Along the way, providers decided that the best solution to corporate learning is platforms that curate and crowd-source much content – a little something for everyone. The platforms then use AI or a powerful search to surface up the best pieces of relevant content for learners based on interests, job roles, usage history, ratings, recommendations, etc.

In theory, this sounds like a great idea. However, soon platforms started running into low adoption problems–employees don’t seem to be spending too much time on these platforms. Popular platforms started being widely criticized for completion rates of less than 10%.

Solution=Gamification.

• Complete X% of this course to get a certificate. 
• Get a license that passes on to someone else in your organization if you do not use it for 2-3 weeks. 
• Here is a leaderboard, and if you want your bosses to notice you, then rack up those e-learning hours. 
• This learning path needs to be completed for you to be eligible for your next promotion.

You get the gist.

Now let’s pause here and back up to the root of the problem. That requires us to focus on the most crucial entity in this market—not the L&D leaders who are our key buyers, but the employees.

What do employees want?

Employees want,

• Easily accessible, highly relevant, bite-sized, and practical content,
•  at the moment that they need it to progress career goals.

Given that employees’ career goals are often linked to project results and organizational metrics, the solution that solves employee needs can automatically solve buyer needs.

Wonderful! That is brilliant.

So where is the disconnect?

The problem is that most platforms don’t solve many pieces to this puzzle of employee needs, including content relevance and practicality, in-time delivery, and link to real outcomes. Necessary behavior change for self-learning is undoubtedly a challenge, and this is where gamification triggers help. But, it all starts with high-quality content that translates into tangible outcomes.

Most e-learning organizations already realize this gap and are now moving to blended learning models (including live classes and mentorship/coaching) that address some of the content quality requirements – relevance, practicality, in-moment delivery. You are most likely familiar with at least one of these blended learning platforms and have seen the raving learner reviews for them.

Which brings me to the second part of the problem

Most of the existing blended learning programs are focused on developing specific skills–python programming, data analytics, agile certification, etc. These programs work well for fresh graduates, young professionals, and people looking to switch to tech-related jobs. They also work for employees looking to acquire knowledge on new topics – Blockchain, Artificial Intelligence, RPA, etc.

However, there aren’t many learning programs in the market targeted at experienced professionals and management teams to excel at delivering results in the new world.

Let us take the example of an FMCG company that is currently going through a digital transformation.

Dave (name changed), the Sales Head, and his colleagues in the leadership team need to brainstorm and understand what digital means for FMCG co:

• How can digital improve the efficiency and effectiveness of current operations?
• Will we continue selling the same products and services or enhance them/ make new ones? 
• What will a digitally optimized supply chain look like?
• Which online commerce channels will we use to optimize ROI and customer intimacy?
• ...

Before they can do that, the leadership team needs to go through a learning curve to understand the ‘art of possible’ in each area of business and parameters for choosing the right options. Once they align on this common language for their digital transformation, Dave and his colleagues can co-create a powerful vision for the digital future of FMCG Co – either independently or in collaboration with a consulting firm. 

As the first order of business, the leadership team decides that the sales organization needs to launch e-ordering for existing retailers and create a dashboard to give the Area Sales Managers more visibility into outlet wise sales and inventory movement.

Now, let us talk about John.

John is a sales leader at FMCG Co. He joined the company from a reputed b-school and has moved up the sales ladder based on a stellar performance. Dave knows that John understands the sales operations of FMCG Co inside- out and has good relationships with retailers and ASMs. He assigns John to lead the two new digital projects with four other high performing sales managers.

John must first understand why these projects are essential for FMCG Co and get excited about them. He will then work with his team to understand the right way to build or buy (and implement) these solutions. They might need to hire or contract designers and developers or leverage the existing IT team at FMCG Co. They need to do user research, ideate and prioritize product features, lead an agile product development process with a cross-functional team, understand product metrics and catalyze adoption among retailers and ASMs. And they must do all of this inside an organization that is not yet ready for agile development, quick approval of exceptions, milestone-based budgeting, and outcome-based vendor contracts. That is the learning curve that John and his team need to go through.

In parallel, Dave and his colleagues are going through another learning curve of their own – changing the organizations’ ways of working to support John’s team (and other teams like that). They are developing comfort with delegation and failure, over detailed planning. They are scaling the number of agile teams while closely managing the value being delivered by the innovation portfolio. They are also re-aligning investor expectations and rolling out a new deal for talent. And all this, while managing business as usual.

Dave, John, and their teams are not alone. Digital change is sweeping through 80% of all organizations and requires alignment, engagement, excitement, and capability building at every level. These large and not digital-first organizations first find it extremely hard to hire new initiative leads/ Intrapreneurs/ PMs who understand the business and are adept at digital. Even if they hire someone like that, say from an insurgent in their sector, cultural fit becomes a problem.

No capability building solution exists to help Dave and John get future-ready while building their muscle in delivering digital initiatives.

We at Ignite have supported several clients through various parts of these learning curves. The employability of a large part of our existing workforce might depend on making this shift. And Ignite is glad to play our role in it. That is why we exist.