Year One Done – How We Launched a Corporate University and

Year One Done – How We Launched a Corporate University and Became an Icon!

Juli Rochon, Nuance Communications, Inc.

Produced by

June 25 & 26, 2009

501

Showcase of e-Learning Management Strategies

Showcase of e-Learning Management StrategiesJune 25 & 26, 2009

Page 1Session #501 – Year One Done - How We Launched a Corporate University and Became an Icon! - Juli Rochon, Nuance Communications, Inc.

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Year One Done – The Making of Nuance University

Juli Rochon, Manager, Global Distance Learning

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Today’s Session: Agenda

• Who is Nuance?

• The Making of Nuance UniversityThe Strategy

The TechnologyThe Content & Content Vendor

The Implementation & Launch

• Where to next?



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Who is Nuance?

• Founded in 1992; world leader in speech recognition software

• Headquartered in Burlington, MA; 3500 full-time employees in 20 countries

• 30+ acquisitions since 2003; 36% growth rate in 2008

• Products support 120 languages in 70 countries; over $1 billion in revenue in 2009

• Close to a billion devices ship with our software this year

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The Strategy



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It kind of started because there was no other choice…

• Size and scope of company expanding• Nature of Nuance business reinforced

need for learning• Lack of organized learning function• Employees demanded access to

learning• Executive board approved creation of

“pilot” L&D program. Began with the hiring of Director, Learning & Development

How did this all begin?

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Question 1

If you were in the newly hired Director of L&D –what would you do first?

Please type your answers in chat.



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Resulting in second round of conversations• Focus of conversations switched to details

• What content/resource type would work best?• What were the impressions on technology enabled learning?• What types of resources would be accepted?

Began with a large series of conversations• Over 1/3 of the manager population involved in discussion - all 1:1 – all live • Key Finding 1: Technology needed to be delivery method • Key Finding 2: Needs were consistent in many areas – varied around technology skills

The Beginning: Creating the Initial Vision

Key OutcomesCompetency redesign

Drafted Strategic Learning FrameworkHired e-Learning Manager

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Talk to as many people within the organization that you can

Be sure to cover all business lines and levels of employees

Ask the questions that will get you the answers you are looking for – know what you what to find out

Make sure to cover the WIIFM during each conversation people will help more if they understand the personal value

Strategy – Best Practice

Take the time to analyze and use what you learn to build your plan – the payback is well worth the effort



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Where were we at?

TechnologyBased

Learning

Business AlignedContent

Corporate Learning Function

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The Technology



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AccessHow do we want people get to their learning? Can we leverage anything that already exists?

FunctionalityWhat do we want our employees to be able to do? What level of flexibility do we need within the platform?

Business ResultsWill we be able to get out of it what we need to assess businessresults?

Decision Point: Technology

Here is what we were asking ourselves:

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Here’s What We Did and Why• Nuance is an Oracle shop internally• Choice of Oracle Learning

Management made perfect sense –for us

• Here’s Why:• Robust LMS functionality• Snap in to core HR functionality• Familiar interface for employees• Simplified implementation and

management

Implementation Considerations• Wrong choice can lead to

Increased• Risk (technical and program)• Cost• Time to implement

• Can also lead to increased challenges around:• Upgrades • Integrations• General flexibility

Decision Point - Technology



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Know what you want the technology to do for you before you start looking

Don’t make technology decisions in a vacuum

Consult with your IT team and carefully consider your corporate network before making a decision

Technology – Best Practice

Think about your corporate culture when it comes to bells and whistles

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Where were we at now?

TechnologyBased

Learning

Business AlignedContent


Oracle Learning Management



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The Content & The Content Vendor

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Question 2

What are some of the most important things to consider when choosing content for your corporate learning environment?

Please type your answers in chat.



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AlignmentHow well does the content fit with the needs gathered previously? Will our employees think we “get it” when they see our offer?

QualityHow good is the stuff? Will our learners find it of high value? Will it engage our learners?

Integration CapabilitiesHow well will the content/resources fit into our technical environment? Will it work on our LMS? Can our network support it?

Decision Point: Content


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The decision point around content should start out as separate from the vendor choice.

Know the basics of what is out there and who has it as aligned to your needs

Significantly increases ability to make comparisons and speeds up process

Decision Point: Content

Look around before you make contact with vendors



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More does not mean better – not by a long shot

Align what you offer to a business need – ALL OF IT –if you don’t have a need for it – you don’t need it

Map to your competencies – and if you don’t have competencies – go back and put those together first

Once you have all your needs in place – start the process of looking for vendor(s) to meet those needs

Content – Best Practice

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PartnershipWill we be able to grow with this company long term? Do they “get”us as an organization? How do they treat us?

ServiceWhat level of support is included? Does it change if you are using theirs or a 3rd party LMS? Can they reach your audience?

ValueCan you get to a comfortable price point? Are they willing to negotiate?

Decision Point: Content Vendor




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This is a crucial decision – make sure you are comfortable

Numbers of vendors should be directly related to getting what you need

Not just about what they sell – it is about who they are

Content Vendors – Best Practice

With every new learning need – go through same due diligence

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You can get a much better deal if vendor sees opportunity for account to grow in the future

Content Vendors – Negotiation and Choice

Show value of relationship with your company to vendor

Be honest – but not especially open during negotiations

Press vendor for explanation of cost and don’t settle

Be willing to pay more for better content and/or resources



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Where were we at now?



Core Content LibraryCompetency Productivity Development Compliance

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The Implementation & Launch



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Question 4

Why do so many software implementations run into unexpected challenges?

Please type your answer in chat

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TeamHow do we want to do this? Who are the players? All in-house? Outsource piece?

ProcessHow will we confirm business rules? Will we consider customizations to software? What process will we follow to implement?

Intended OutcomeWhat is our timeframe for completion? How does this mesh with other initiatives? What will the finished product look like?

Decision Point: Implementation




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You cannot be over prepared for an implementation –plan and follow a process

Stick to the plan and work hard to prevent feature creep

Know your stuff and don’t be afraid to challenge assumptions

Test, test and test again – consider the worst case scenario

Implementation – Best Practice

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Decision Point: The Brand

Key Factors in Branding• First – make the effort• Choose a logo that reflects

organizational values

• Tone needs to fit with the corporate culture

• Keep things professional – you want to be seen as a business driver – not a “nice to have”group

• Involve others in choice around brand



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Communicate, communicate and make a big deal!If not you – Who else will?

• Pre-Launch tent-cards in cafeterias and meeting rooms

• Executive announcement at employee meeting

• Event with cake at all major locations

• Webinar series for employees and managers

• Give immediate reason to go and try – incentive (leather-bound electronic Sudoku – to first 100) Focus on the Business Value of Resources!

Employee Commitment by Executive Team

Immediate Discussion of Next Steps

Competency Focused Catalog

The Launch

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A Worldwide Event



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And the industry responds…

THE VANGUARD AWARDFor learning executives who have either launched a new enterprise

learning function or completely overhauled existing workforce development initiatives in the past year.

Division 1: Gold Award 2008Linda Landry, Senior Director, Global Learning and Development

Nuance Communications

http://www.clomedia.com/press-releases/2008/September/2378/index.php

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EnhancedCustomer

Experience

ContentExpansion

Catalog enhanced to include large set of Nuance-specific courseware. Combo of in-house and outsourced development

EnhancedCustomer

Experience

Focus onWorkflow

DrivenLearning

Bring the learning to the employee and allow them to get what they need quickly.

Safari already rolled out for IT.

EnhancedCustomer

Experience

Collaborationand Mobility

Choices around resources and vendors takes collaboration and mobility into

consideration. Must be built in.

EnhancedCustomer

Experience

ClearBusiness

Impact

If we keep doing what we are doing and keep checking in to be sure we are on track – our value will be undeniable.

Where are we going?



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getAbstractSafari

SafariIEEE

Core Content LibraryCompetency Product Development Compliance


Technology Management

Global English

Productivity

Collaboration & Mobility

Workflow

Driven

Learning

Blog iWeb

Nuance University Internal Framework

PORTAL

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Content Vendor• Choose a vendor you can

partner with – not just buy stuff from

• Show value of you as a customer

Implementation• Start slowly and prove success

before moving forward• Test and pilot – with

commitment!Branding• Keep this as a key focus

Strategy• Talk to your audience –

managers and individual contributors

• Check your assumptions Technology• Make inclusive decisions• Truly partner with IT• HR data integration is vitalContent• Business alignment at all times• Less can be more• Pilot new resources

Key Take Aways



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Thoughts/Questions?

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Year One Done: The Making of Nuance University

Thank you for joining this session

Please contact me with questions

Juli Rochon

[email protected]

781-565-4875

Documents

Year One Done – How We Launched a Corporate University and