To convince employees that online learning can be just as good as or better than classroom learning.
Employees around the world knew how to learn… they knew how to get on a plane and attend lessons in a classroom setting at key Company locations around the world. As the Company grew and technology improved, it made sense, and it was time, to convert seats & butt learners into virtual classroom learners.
Grew the product portfolio and met the unique needs of the business.
We drafted a strategic approach and gained executive buy-in to fund the project. After revisions to the product offering so that we could meet specific divisional needs, we worked with development teams to create and launch learning modules. With a goal to grow the product portfolio and continue to meet the unique business unit needs, we began with a global roadshow and maintained momentum with employee contests and frequent integrated communications.
Launched a new training modality called “virtual classroom” by convincing cross-divisional leaders to budget for and support the learning program and showing learners the benefits of learning virtually.
Lea-Ann took a vague marketing idea of what we wanted to achieve and made it real. We started with no strategic and tactical marketing processes. Through Lea-Ann’s drive to deliver value, expertise, and know-how, she created a strategy that connected our tactical efforts that she also helped define in order for us to deliver successfully a new training modality, “virtual classroom.”