TALBOK™ Case Studies - High Tech

 

Organizational enablement - IoT software company after acquisition.

The project centered around a newly acquired company and its disruptive technology. The goals included building awareness in the entire professional services organization, cross-training solution architects and engineers across all other product lines, and enable the sales team and business leaders around the new service offerings. Using an agile methodology and phased release approach, we developed a portal and launched a learning portal where more than 1200 professionals could access videos, e-learning, white papers, marketing collateral, hands-on experiences to prepare for an organizational-wide assessment. The main goal was to achieve within 3 months a 98% participation rate and a successful completion of the knowledge assessment. The second component included a technical cross-training program for more than 700 global services solution architects and consultants. After mapping the desired competencies for each role, the program design included a multi-course learning path with different starting point based on validated entry-level skills, and a capstone competency certification assessment. The final component focused on the professional services sales team and business leaders, enabling them to successfully position and sale the new consulting, implementation, training, and adoption services.
 

Digital transformation - B2B enterprise software company.

Scalability of training services and partner enablement becomes a major pain-point in fast growing companies. Time to value and fast turnaround times is of essence to promote and support fast growth. The project began by identifying needs and by establishing clear goals. On key component was the creation of a role-based competency map. Then, in terms of content production, we revised and incorporated agile methodologies and tools. As content production began, we also incorporated the necessary systems that would allow us to manage group or individual learning and development paths, track progress, assessments and program completion. Another key component of the project was the definition and implementation of the go-to-market strategy. This included revising and improving existing business transaction process that would reduce lead and processing times to accelerate the time to value of clients.
 

Strategic management support - Creation of a corporate University in an enterprise B2B software company.

This project focused on transitioning an employee, channel partner, and customer training, enablement and certification organization from a cost to a P&L center. The deliverable of the initial phase of the project included a strategy definition, a 3-year education services business plan, and a strategy execution plan. The strategy execution was segmented in 5 areas: content production systems and process, training delivery systems and channels, professional certification, go-to-market activities. The key was to minimize the disruption of the existing training business, while the new systems, processes and roadmap were being put in place. The next phase included an internal sales enablement phase to introduce business leaders and account executives to the new education services business model and go-to market strategy.