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Feb-18 1 © Copyright Fosway Group Limited. All Rights Reserved.

5 Key LMS success strategies: The quest for rapid impact

David Wilson, CEO / [email protected] / @dwil23 @fosway

mailto:[email protected]


Europe’s #1 HR Analyst

Founded 1996

In-depth corporate research on Next Gen HR, Talent and Learning

Analyst & advisory services to European & International HQ multi-nationals and corporates

Independent vendor research and EMEA market commentary

Fosway Introduction


How do we help corporate clients?

Expert research, analyst input and independent advice - Strategies, transformation, key priorities,

new solutions, benchmarking, vendor options

- Qualitative & quantitative research

Critical friend / virtual advisor

Private advice for accelerated engagement and success

Fosway Introduction


Poll #1

What are the top 3 factors you will consider when choosing a potential LMS solution?

Desired functionality of solution

Cost of the solution

Fit to IT standards and other systems

Fit to organisation and partnering approach

User experience of solution

Level of innovation in solution

Speed of implementation


What do organisations spend on

learning technology today? Digital learning platforms is the largest component (33%) LMS is by far the largest segment of platforms spend

Digital Learning Content

22%

Digital Learning Platforms

33%

Digital Learning Services

13%

Internal Digital

Learning Team 22%

External / Outsourced

Digital Learning

Team 10%


Where are organisations going with Digital Learning?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

External / Outsourced DigitalLearning Team

Digital Learning Services

Internal Digital Learning Team

Digital Learning Content

Digital Learning Platforms

How do you expect your investment in digital learning to change over the year ahead?

Increase Stay the same Decrease

• 3% expecting to

decrease Platform spend

• 15% expecting to decrease

Outsourcing spend

• 8% expecting to

decrease Content spend


5 FACTORS that drive success …

Clear goals

Choose fit for success

Understand the true cost

Accelerate time to value

Be Agile!


Be clear – be honest – be consistent

#1 – Clear context & goals


KEY DRIVERS OF DIGITAL LEARNING

Availability

Agility

Engagement

Efficiency

Flexibility

NOT Headcount Reduction


MEASURES OF SUCCESS FOR DIGITAL LEARNING

Business impact needs to be central to a Digital Learning Strategy but is frequently missing


1. Quality of End User Experience

2. Need for Enhanced Analytics

3. Lack of Business Agility and

Flexibility

4. Current Solutions Functionality

5. Level of Innovation

THE TOP 5 DRIVERS FOR

CHANGING SYSTEMS


Making the right decisions for you

#2 –Fit for Success


INCREASING COMPLEXITY

Many learning

strategies

Many learning

contexts

Many learning

outcomes


Digital Learning – Top Growth Areas

Learning Platforms Learner engagement (64%)

Social/collaborative (63%)

Mobile (61%)

Analytics (60%)

Authoring systems (57%)

Content Video (66%)

User-generated (60%)

Microlearning (59%)

Mobile (59%)

Blended learning (57%)


The drivers of satisfaction for

Digital Learning Systems

It’s more than UX … 1. Usability/quality of end user experience (57%)

2. Ability to deliver engaging learning experiences (47%)

3. Expertise of your provider (46%)

4. Ability to deliver learning impact (45%)

5. Quality of partnering and support (45%)

6. Learner engagement features (37%)

Fosway Group: Digital Learning Realities 2017 Research


UNDERSTANDING CUSTOMER EXPERIENCE

Understand

your needs

Exceed

User

Expectations

Deliver

GREAT

Service

Innovate

their

Offering

Deliver

Value for

Money

Positive

Impact


Content Bespoke e-learning

Content hosting

Video

Off-the-Shelf content

Platforms LMS

Mobile

Social/collaborative

Analytics

Platforms Content authoring/LCMS

MOOCs

Portals

Virtual classrooms

Content Virtual & augmented reality

Gamification & badges

Serious Games

Performance support

Quality of Digital Learning from Suppliers


FINDING THE RIGHT SUPPLIER FIT

Performance?

Potential?

Presence?

TCO?

Trajectory?

28/02/2

018

07:59

18

Seek independent insight &

the right partners for your organisation …


But significant pressure for Vendors to respond to more diverse / next gen requirements

Learning Enablement - 107 factors - Assessment & Evaluation

- Formal Learning

- Workplace Learning

- Collaborative & Social Learning

- Competencies & Capabilities

- Development Planning

- Extended Enterprise

- Learning Content & Asset Management

User Experience - 69 factors - Experience Administration

- Learner Portal

- Learner Relationship Tools

- Manager Portal

- Mobile Learning

- Analytics, Dashboards and Reporting

People, Finance & Systems Mgmt - 46 factors - Organisation & People Management

- Finance, Budget & Ecommerce Management

- Integrations (standard out of the box connectors)

… e.g. the factors in Fosway’s Learning Systems analysis


Factoring in the true Total Cost of Ownership (TCO)

#3 – True Cost


Poll #2

Which of the following costs is the biggest consideration when choosing a new solution?

Initial investment to get to a point you can extract real value

The cost of solution licenses

External implementation costs and resources

Internal implementation costs and resources

Ongoing cost of operation and impact on the team that runs it

Cost of innovating the solution / extra more value from it


WHY TALK ABOUT TCO?

It impacts:

Business case and investment decisions

Vendor selection processes and outcomes

Decisions on implementation partners

Deployed reality / ongoing BAU

Future relevance / replacement

A critical topic but often little real insight in reality!


What should you include in TCO calculations? The following lists provide some useful guidance on what organisations should include in building their TCO calculations. Whilst comprehensive, you should consider your own organisation’s approach to managing IT

projects and factor these into your own listing. Naturally not all costs will be known and it may be appropriate to include budgetary estimates, based on your experience, to help build a clearer sense of your own

projected TCO with reference to the specific context of your project and organisation. The more detail you are able to add, especially around based on employee FTE costs the better. Typically you should model

these cost over a 5 year time frame.

• Project concept

evaluation

• Assessing IT technical,

architecture strategy &

security needs

• Defining process scope

& needs

• Organisational reach –

regional, structural,

extended enterprise

• Value proposition and

tangible benefits

• Stakeholder

engagement

• Solutions and migration

strategy

• Business impact

analysis

• Initial business case

• operating model

definition

• Document needs

• Project sign off and

governance

• Vendor long listing

• Vendor engagement

management

• RFI, RFP management

• Technical IT

verification

• Vendor use case

assessment

• Functionality

assessment

• UX & UI assessment

• Service level

assessment

• Vendor shortlisting

• Vendor selection

• Project and resource

planning

• License negotiation

• Legal verification

• Contracting

• Fully costed business

case

• Project governance &

sign off

• Project governance &

programme

management

• Change & stakeholder

management

• IT testing and

architecture

integration

• Communications,

engagement & training

• Process and workflow

definition

• Solution configuration

and process set-up

• Translation &

localisations

• Solution integrations &

interfaces

• Data archiving,

cleansing, mapping,

testing and migration

• Process, UX, UI and

configuration UAT

• Pilot and feedback

management

• Support process, help

& Helpdesk set-up

• End user support &

helpdesk

• Systems administration

& management

• Bug/fix management

• Vendor SLA and success

management

• Process administration

• Change management

• Ongoing user training

• Communications

• Data monitoring,

cleansing & verification

• Reporting & analytics

• Solution governance

• Version control

• IT and IT architecture

management

• Change control &

operating enhancement

• KPI, ROI and value

tracking & business

impact reporting

• Update and bug fix

testing

• New functionality

/module assessment

• Innovation planning

• Impact analysis

reporting

• User group & vendor

community

engagement

• Ongoing HR

effectiveness &

efficiency research

• Innovation

prioritisation &

governance

Discovering Acquiring Licensing Implementing Innovating Operating

Many organisations manage

innovation not as a projected

cost, but on a project by

project business case.

Understanding the phasing of

license costs is an important

way to manage TCO.

Most organisations will

require the submission of a

business case based on final

negotiated fees prior to

finally signing contracts.

Adding in costs for specialist

independent advice during

both the discovery and

acquiring phases is a good

way to accelerate and de-risk

projects.


Typically …

5YR TCO =

SaaS License x 10-15+


What’s the average

ratio between the

different cost stages

of TCO over 5 years?

Estimated average

proportion of 5 year

TCO for each stage

Discovering

Acquiring

Licensing

Implementing

Operating

Innovating

.

1

5%

3%

35%

20%

30%

7%

Where are the real costs in Cloud solutions?

Nearly 60% of TCO costs

from

implement,

operate and

innovate


Accelerating time to value at the same time as minimising cost

#4 – Accelerate Time to Value


Optimise for Time to Value / Cost to Value

In a fast moving business, ability to deliver value early is always worth a premium. It ensures early relevance and buy-in, and allows you to evolve the value proposition

How can you accelerate time to business impact/value?

What does it cost you to get to that point?

What other strategies, solution options or deployment assumptions might optimise this further?

What’s your fastest route to delivering your target impact?


1. Deployment assumptions to real business goals / needs

2. User experience to real needs

3. Processes where possible

Simplify and Align …


Agile in Approach – Agile in Future

#5 – Be Agile


Business Agility is a MAJOR Driver for changing HR Tech

70%

Fosway Group – HR Realities Research Oct 2016


Design for Future Agility rather than a perfect end state or Operating Model

Business Priorities – Organisations - Needs all change

Why design for a future end state that will be wrong before you get there? Design for Future Agility

18-36+ months projects inherently need to flex

Most steady state models are generic and theoretical

Allow for flex in operating approach and assumptions as well as innovation in the platforms and processes


Manage

Innovation

Carefully!

Remember …

The most HYPED

solutions are also

your biggest risk…

e.g. AR & VR


0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Virtual reality/virtual worlds

Augmented reality

Serious games

Gamification and badges

Performance support solutions

Enabling user generated…

MOOCs

Blended learning solutions

Mobile learning

Business systems simulations

Off-the-shelf content solutions

Microlearning

Video content

Content hosting

Bespoke e-learning content

YOUR EXPERIENCE OF DIGITAL LEARNING CONTENT How do you rate the quality of digital learning content you get from your suppliers?

Very good Good Acceptable Poor


IN SUMMARY


The drivers of satisfaction for

Digital Learning Systems

It’s more than UX … 1. Usability/quality of end user experience (57%)

2. Ability to deliver engaging learning experiences (47%)

3. Expertise of your provider (46%)

4. Ability to deliver learning impact (45%)

5. Quality of partnering and support (45%)

6. Learner engagement features (37%)

Fosway Group: Digital Learning Realities 2017 Research


5 FACTORS that drive success …

Clear goals

Choose fit for success

Understand the true cost

Accelerate time to value

Be Agile!


FINDING THE RIGHT SUPPLIER FIT

Performance?

Potential?

Presence?

TCO?

Trajectory?

28/02/2

018

07:59

37

Seek independent insight &

the right partners for your organisation …


THANK YOU

www.fosway.com

@fosway

Fosway Group - Europe’s #1 HR Analyst

http://www.fosway.com/research/next-gen-learning/digital-learning-european-realities/

http://www.fosway.com/














Contact us to start a discussion today …

www.fosway.com @fosway +44(0)20 7917 1870

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who we are.€¦ · europe’s #1 hr analyst founded 1996 in-depth corporate research on next gen...

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