The e-learning iceberg
Invisible reasons for success or failure

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When developing an e-learning strategy, organisations often focus on factors such as technology, infrastructure, features and design…those sitting at the tip of the e-learning iceberg.

But it is the hidden dangers, those deep within the iceberg, which determine whether an e-learning strategy succeeds or fails. Many organisations forget to ask the important questions: Who is our target group? How will we roll out our program? What is our change management strategy? How will we evaluate its success?

Stefanie Klein, Regional Director for Europe’s largest e-learning provider, IMC, spends her working life helping organisations adopt effective e-learning strategies.

At the recent eLearning09 conference, Stefanie gave guests an insight into three of the major factors which determine the success of an e-learning program.

1. Learning strategy

An e-learning strategy must align with the overall organisational strategy. There should be a real reason to adopt e-learning and this should be underpinned by clear objectives, such as to reduce training costs or improve training flexibility. 

Stefanie’s tips

• Formulate a detailed and specific business case for e-learning.
   
• Senior management support is the ultimate key to an effective e-learning strategy.
   
• Avoid overly complicated solutions. Simple technology delivered effectively can be just as successful as flashy technology.
   
• Learning infrastructure can be modelled on any strategy, as long as it aligns with the main goals of the organisation.

Case example – Global chemical company

2. Operating model

One of the most common frustrations Stefanie sees is the organisation that makes a significant dollar investment when implementing e-learning infrastructure, but then lacks the financial backing to keep the program going. Without ongoing investment, content becomes out of date and the facilitation required to engage learners is not possible.

Stefanie’s tips

• Don’t assume that the e-learning operating model adopted by your competitors is the best option for you. Shop around and find a model that suits your specific needs.
   
• The cheapest solution is not always the best.
   
• Make sure management realises that it can take time to see a return on investment from an e-learning strategy, and that ongoing funding is a key part of success. 
   
• Consider the full range of operating models available – for example, cloud computing is developing as a viable alternative to hosting your own internal e-learning operating model.

Case example – UK Government

3. Target groups

Very few organisations really know what their target groups want. While the information is often collected, Stefanie believes it is rarely analysed to ensure ongoing engagement with learners.  

Stefanie’s tips

• Different people will respond to different types of learning, so get to know your target audience before you start implementing your e-learning strategy.
   
• If you don’t have the time or money to implement e-learning to all your employees at once, take it a step at a time but ensure you reach the most influential group of staff in the initial phase (ie senior management who make the budget decisions).

Case example – Car manufacturer

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Published on 18/02/2010