An overview of Latitude Learning Academy

1. We develop they deliver.

2. To improve the value of a business you need engaged people to grow
revenue and improve efficiency
engaged people
grow revenue
1
improve efficiency

3. There are specific capabilities you can build in your organisation to
engage people, grow revenue and improve efficiency
You want engaged people.
You want to grow revenue.
You want to improve efficiency.
Build capability in leadership,
management,
communication, developing
talent, managing
performance and professional
skills.
Build capability in customer
focus, sales, service,
innovation, marketing and
strategy.
Build capability in driving
change, operations, finance,
human resources, procurement,
supply chain, lean and
technology.
2

4. You have a number of choices to consider to develop these essential
capabilities across your organisation
3

5. To cost effectively develop capability organisations are leveraging
technology including e-learning, webinars and social learning
Source: Bersin 2011
4

6. To help you use e-learning and blended solutions to build organisational
capability we provide content, the platform and advisory services
Content
You want the best quality
and sufficient quantity.
We provide the most
comprehensive catalogue
of world class e-learning
from the leading business
schools, niche content
providers and successful
executives from around
the globe.
5
Platform
Services
You want wide reach and a
great user experience using
the latest technology.
You want to drive
sustainable behavioural
change.
Our cloud based learning
system enables and supports
peer to peer discussion,
collaboration and individual
learning plans.
We provide professional
services to help you
successfully design, build
and deploy a progressive
learning solution in your
organisation.

7. Content

8. We aggregate, refine, upload, meta tag, map and refresh content from
these world class sources of learning
Videos and articles from the Insead
Knowledge collection on
management, leadership and
innovation.
Duration: 3:00-10:00 minutes
Videos of key Executives and
Stanford faculty on their personal
lessons learnt and insights.
Duration 2:00 – 5:00 minutes
Complete library of e-learning
Sessions, Action tips and Essentials
from leading Faculty from leading
business schools.
Duration 35:00 – 40:00 minutes
(Sessions)
Video interviews and instructional
advice from key faculty at IMD on
current management and leadership
themes and challenges.
Duration: 8:00 – 12:00 minutes
Videos of CXOs, Authors and
Thought Leaders including the
complete 50 Lessons library
Duration: 5:00-15:00 minutes
Articles on current business trends
and interviews with industry leaders
and Wharton faculty.
7

9. We also source, refresh and upload pragmatic and insightful content from
these world leading advisory firms
We provide Insights from one of the
world‟s leading consulting firms.
Bain insights are used by global
leaders on their most critical issues
and opportunities ie
strategy, marketing, operations, tech
nology and mergers and
acquisitions.
BCG‟s Publications present the
latest thinking on today‟s most
important business topics. Through
extensive surveys and rigorous
analysis the BCG experts get to the
heart of the issues that matter most
to your business.
McKinsey Insights and Publications
provide access to McKinsey &
Company‟s latest thinking with
articles, reports, video and other
content from McKinsey Quarterly
and the McKinsey Global Institute.
The reports and white papers
developed by Booz and Company
cover a broad spectrum of functional
topics including CEO succession,
innovation, strategy based
transformation, organisational DNA
and supply chain management.
AT Kearney provides Executive
Agenda, Issue Papers and
Perspectives, Research Studies and
Articles on the most topical business
issues and challenges
With over 17,000 management
consultants Accenture provides a
comprehensive suite of Research
and Insights on the hot issues for
business executives
8

10. Our content is continually replenished by an esteemed faculty
representing the world’s best business schools
Marc Bertoneche
Value Creation
Scott Snook
Leadership
Kim Warren *
Strategy
Nigel Ewington
Intercultural
Robert Dilts
Vision
Jacques Lendrevie
Marketing
Steve Muylle
Web and B2B Marketing
Mario Alonso Puig
Self Development - Stress
9
Manfred Kets de Vries
Change Management
David Trickey
Team Development
Isaac Getz
Innovation
Jacques Horowitz
Client orientation
Chris Mullard
Diversity
Lutgart Van den Berghe
Corp. Governance - Ethics
Francis P. Cholle
Innovation
Avivah Wittenberg Cox
Gender Balance
Javier Fernandez Aguado
Organizational Behavior
Tony Buzan
Creativity
Charles Handy
Organizational Behavior
Amit Muckherjee
Corporate strategy
Jack Kaplan
Entrepreneurship
Adam Grant
Engagement
Greg Katz
Ethics
Jean-Pierre Detrie
Strategy

11. We have new faculty joining regularly with these renowned experts as
recent contributors
Charles Handy
Manfred Kets de Vries
LBS - Thinkers50 N°43
INSEAD - Thinkers50 N°45
Management and
sociology of organisations
Psychology at work:
Winner and looser‟s behavior,
dynamics of high-performance
teams
Tal Ben Shahar
Harvard
Jack Kaplan
Columbia Business School
Amit Mukherjee
Patterns of Entrepreneurship
INSEAD – consultant
Corporate networks and
management 2.0
10
Well being/Positive
psychology

12. We aggregate this world’s best e-learning and provide a suite of over 1,000
interactive courses for busy executives
Essentials as 1-2 page summaries
30 - 40 minute Sessions
3 minute Videocasts
11
Action Tips and tools

13. The design of the content reinforces the learning and has been widely
recognised and awarded as the best in the industry
Practical
Review
application
In-depth
Assessment
Training
Inspiration
Action Tips
Essentials
Self-Assessments Sessions
Videocasts
Simulations

14. We embed assessment in the content to help the learner focus their
development on the areas of need
13

15. Survey results provides the learner insight into their current
understanding and prescribes specific learning content
14

16. We also can provide an industry leading authoring tool so you can develop
your own world class e-learning content
15

17. Platform

18. The platform is accessible from anywhere at anytime by any device which
makes it convenient and easy to learn
17

19. The design is simple and easy to navigate with the contemporary features
expected by learners
18

20. Content can be accessed quickly and can be searched by theme, duration
and can be aligned to your own competency framework
19

21. The universal themes cover the critical leadership, management and soft
skills required to succeed in business today
20

22. Content can be packaged into pathways and programs with a logical
sequence and certification on completion
21

23. The platform encourages social learning with the ability to comment and
rate content and share and discuss with peers
22

24. Sharing content with individuals or across cohorts helps create peer to
peer learning and a culture of development
23

25. Learning from each other is a key benefit of healthy online discussions
24

26. The platform supports the pushing of content to individuals so progress
can be tracked and they can be prompted on their learning journey
25

27. Services

28. We typically work side by side with the HR team to design, build and
deploy the learning solution
Design
o
Review business
strategy and the
current capabilities to
execute the strategy.
o
Co-design a blended
program focused on
building the required
capability
o
Develop curriculum and
content for cohorts and
individuals.
o
Customise the platform
to align with branding
and competency
framework
o
Engage key
stakeholders in the build
process and prepare for
deploy.
Define “gaps” in
capability across the
organisation.
o
Build
27
Deploy
o
Manage the launch
and implementation of
the learning solution.
o
Ensure outcomes are
achieved and there is
demonstrable change
in behaviour.
o
Report return on
investment against
business outcomes.

29. We typically help design blended solutions which leverage the content and
the platform effectively and reduce the overall cost of delivery
28

30. We integrate our platform with any existing technologies where required
Web services
Single
& widgets
Tier applications
Sign On
SSO Solution
Scorm
Batch
Reporting
Import
HRIS
Reporting software
29
Connectors
Corporate LMS / Intranet

31. We provide reports on connections, activity, progress and most viewed
content
30

32. We also provide reports on platform activity and sessions in progress
31

33. With our combination of content, platform and services our clients enjoy
much greater return on their investment
Latitude
Usage rate
70%
Key Competitors
15%
(open access)
Usage rate
90%
50%
(prescribed content)
Completion rate
95%
60%
(prescribed content)
+40%
Skills Improvement
Learner’s satisfaction
rate
32
8/10
?
4/10

34. Please contact me if you would like to discuss further
Tom Richardson
Chief Executive Officer
1300 355 009
tom@latitude.la
33
www.latitude.la

35. Case Studies

36. Build leadership capability and retail expertise
Challenges:
In brief:
 Apparel have “simple values to attract and develop talented people
who work together to enhance the future of our business” Andrew
Michael, Managing Director Apparel Group Australia.
Apparel Group is home to the iconic Australian fashion
brands Sportscraft, SABA and Willow. Apparel Group was
established in the 1950’s and now employs over 1300
people in Australia.
 To develop talented people the organisation is focused on
developing exceptional leadership capability AND deep retail
expertise.
Solution:
 To efficiently and effectively build the capability of the
organisation‟s leaders, the L&D team chose to incorporate the
Latitude Leadership Academy.
 The online portal provides the ability to access world class
leadership content on demand, in the office or while travelling. The
portal is personalised for each individual based on their specific
development needs and incorporates the Apparel Group
competency framework.
35

37. Intensifying training of internal and external sales
staff
Challenges:
In brief:
•
•
•
A leading brand in the Beauty sector, Clarins now operates worldwide
in all areas of the cosmetics industry – Care, Makeup & Perfume.
To train sales staff about products
To involve partner brands
To affirm the Clarins training community
Solution:
•
•
•
•
Deployment of training/community management
programme
Blended training for sales staff
Community webspace for trainer network
Results:
After a successful pilot scheme in France and
Canada, extension to other countries
Management of 10,000 users
36

38. Supporting change by aligning management
Challenges:
 To achieve its ambition of becoming everyone‟s favourite store,
Carrefour initiated a profound transformation, one of whose key
planks is a new Leadership Model.
In brief:
Carrefour is Europe’s leading hypermarket group (number
2 in the world). It has 16,000 stores in 33 countries, and
employs 475,000 people.
 To support this change by building a new Client and Performance
culture and by speeding up the alignment of approaches focusing on
new skills requirements, for each of the group‟s 475,000 employees
Solution:
 Development of a portal able to host all the training modules relating
to the new skills base, both at Corporate and Departmental level
 Development of blended learning paths and targeted community
pages and support for L&D teams to facilitate appropriation of the
solution and path deployment
Results:
Launch in progress. Planned start date: February 2012, beginning
with the 3,000 top managers
37

39. Building leadership capability with a blended solution
Challenges:
In brief:
 To continue to deliver exceptional service and grow the business
the Group Managing Director recognised the importance of
developing a quality management team to execute the business
strategy.
RAA has over $200m in Revenue and serves over 600,000
members.
 The Executive team believe the results for the company are a
result of management and staff excelling in execution
Solution:
 To efficiently and effectively build the capability of the management
team at RAA we co designed an annual blended program. The
blended program includes online access to Latitude Leadership
Academy, monthly workshops, assessment and individual coaching
as required.
38

40. Building leadership capability across a global organisation
Challenges:
In brief:
 Efficiently and effectively build the capability of the management
team whom are spread out all over the globe.
World Vision is a global Christian relief, development and
advocacy organisation dedicated to working with children,
families and communities to overcome poverty and
injustice with 40,000 staff members spread out in nearly
100 countries
 Integrate virtual learning into a blended program for the Senior
Leadership team
Solution:
 Implement the Latitude Leadership Academy and align the content to
the core priorities of the business.
 The online portal provides leaders, regardless of location, with the
ability to access world class leadership content on demand. The
portal is personalised for each individual based on their specific
development needs and incorporates the World Vision competency
framework
“Partnering with LLA has enabled us to deliver cutting-edge leadership
development that is uniquely tailored to their individual needs. The
content is rich and ever-expanding which keeps engagement high and
learning fresh.” Heidi Brandow, Senior Adviser – Leadership
Development, World Vision International
39

41. Building leadership capability with a blended program including
assessment and workshops
Challenges:
In brief:
 As an organisation SBIT is committed to improving organisational
and individual performance through professional development and
training of staff. Professional development and training is aligned
to the strategy of the organisation and the requirements of the role
to meet present or future Southbank Institute objectives
Southbank Institute of Technology (SBIT) is one of
Queensland's leading providers of high-level vocational and
technical education with over 20,000 students from 90
countries undertaking over 100 different courses and
pathways to university.
Solution:
 To efficiently and effectively build these capabilities of the
management team at SBIT we worked with Robyn Cooper,
Educational Leader, HR to design an annual blended program.
The blended program includes 360 assessment, two face to face
workshops and annual 24 x 7 online access to Latitude
Leadership Academy.
SBIT is very pleased to be partnering with Latitude to offer our
managers a leadership program tailored to their individual abilities
and contexts. Latitude provides great service. The resources available
through the portal are up to date, relevant and bite-sized, making
participation manageable, convenient and meaningful. Highly
recommended!”
Robyn Cooper, Educational Leader, HR,
40

42. Support a major strategic transformation
Challenges:
 2010: launch of a major strategic transformation programme called
ONE, aimed at significantly increasing Schneider‟s role in services
and enhancing the Group‟s competitiveness
In brief:
Schneider Electric is the world energy management
specialist and employs over 110,000 people.
 Need to explain the programme to 22,000 senior and junior
managers Group-wide, and to develop required skills and
approaches in less than 18 months
Solution:
 Development of a path entitled ONE Leadership, which was
adapted locally according to country (in particular the proportion of
classroom/distance learning components)
Results:
Successful deployment in less than 18 months
Over 50 participating countries
Over 8 hours training for participants with 100 % distance learning
41

43. Deploying a new strategy for 40,000 managers
Challenges:
 As part of the deployment of the new Facilities Management strategy,
to cascade the strategy beyond the inner circle of Group directors
 To support the 40,000 managers through the necessary upskilling for
the new strategy and create a training culture making extensive use
of new technologies
In brief:
World leader in facilities management. Operating in 80
countries, the Group’s 380,000 staff share a passion for
service provision.
Solution:
 Worldwide deployment of the CrossKnowledge catalogue, organised
according to Sodexo leadership skills
 Support through change for L&D teams across eight geographical
zones via the CrossKnowledge Academy, in order to create paths
adapted to local needs
Results to date:
First paths successfully deployed in the Group‟s main countries, with
action plans linked to the strategy
80 % of units have a training plan including e-learning 8 months after
start of deployment
42

44. New strategy, new managerial culture
Challenges:
 To align all the managers‟ skills with the Group‟s upgrade
strategy, keeping costs down in a difficult economic context
In brief:
Founded in 1950, Club Med has reinvented itself, specialising
in high-end, all-inclusive, friendly, multicultural holidays with
75 villages in 40 countries.
Solution:
 A Blended learning programme with Krauthammer for the 100
inner circle managers
 A 5-step distance learning programme covering the main
managerial principles of the Club for the Group‟s 500 top
managers (N - N+3) in all the zones where the Club operates
 Course design and deployment by CrossKnowledge
Results:
85% login rate (local offices played a significant role in passing
on the message)
Very high takeup rate (6hrs 30mins average connection time per
manager 3/5 of the way into the programme, i.e. over 3,000
hours overall 6 months after launch)
Training on key topics at less than 15 € an hour
43

45. Responding to the challenge of time to market for
specific skills training
Challenges:
In brief:
 In a highly competitive and changing market, how to deal with
development of e-learning modules to ensure improved time to
market and respond to demands for tighter control of budget and
schedules
Société Générale is one of the leading European financial
services providers. Its 157,000 staff operating in 85 countries
serve over 33 million clients worldwide.
Solution:
 Using Mohive for collaborative development of specific skills
training modules by an international network of training managers
 Coaching super-administrators who then cascade training to
departments
Results:
Production times cut in half: content now developed in 3 months
instead of 6
Production costs cut in half thanks to use of templates and
pooling of training resources
44

46. Increasing volume of training whilst cutting costs
Challenges:
In brief:
 How to defend the position of a « client oriented mass market »
Group in a highly competitive market and adapt staff skills
accordingly
AXA is world leader in insurance and asset management,
and has 214,000 staff servicing the needs of 95 million
clients. Axa France offers a complete range of products
and services in the fields of insurance and banking.
 How to train more frequently and more individually whilst cutting
training costs (objective: 30 % distance learning)
Solution:
 Use of Training on Demand with all the CrossKnowledge training
resources to develop and distribute blended learning and distance
learning paths
 Dissemination of custom paths prescribed by Development Center,
on a self-serve basis or supported by certified AXA coaches
 Integration of solution into SABA
Results:
 La solution Development Center
Transformation of entire AXA training catalogue into blended solutions
6,000 hours distance learning per year, steadily increasing (+ 50 %)
45

47. Developing on-line training to significantly reduce costs
Challenges:
In brief:
 In the context of a cost reduction plan (Probasis), the group is eager to
develop distance learning as a partial substitute for classroom learning
Thales is world leader in critical information systems
for the defence, security, aerospace and transport
markets. It employs 68,000 people.
 Objective: distance learning to represent 15 % of training hours within 3 years
Solution:
 Integration, into a single environment, of 5,000 CrossKnowledge, Skillsoft and
Auralog resources and client-specific content, in a way that complies with the
organisation of the client‟s own training practices
 Multilingual portal deployed among 50,000 staff in 30 countries
– Support for integration of new content
Results:
Over 25,000 active learners 24 months after launch, i.e. 3 times more than with
previously used traditional programmes
Programme achieved a cumulative total of 100,000 training hours in less than 3
years
Market share well above target: 25 % of training hours consist of distance
learning via the Thales portal
46

48. Transforming a Group by training staff in skills
for the future
Challenges:
In brief:
 In order to become the leading e-commerce group in the fashion
and homewares sectors, Redcats is investing in a new ecommerce school to support the development of strategic skills
REDCATS is a group of 17 brands operating in 31 countries,
specialising in the on-line distribution of fashion and
homewares. The group employs over 14,000 people in
Europe and the USA.
 RISe (Redcats International School of e-Commerce) must allow
staff to become leaders in key e-commerce skills and make them
able to anticipate rapid changes in the business.
Solution:
 Development of RISe on-line school to accelerate upskilling of staff
and reduce costs
 Support for L&D teams at Redcats via CrossKnowledge Academy:
Development of on-line and blended paths and skills-related
communities
Results:
Deployment in progress
Successful launch in less than 4 months
47

49. Speeding up the implementation of a
corporate project
Challenges:
 Crédit Agricole is eager to become European leader in the
local/universal banking sector.
In brief :
Europe’s leading high street bank, Crédit Agricole
operates in 70 countries and employs 160,000 staff.
 The project is cascaded to branches and local offices, and has to be
relayed and deployed by local managers
Solution:
 Development of specific solution for each branch or office, depending
on its strategic context; solutions are endorsed by the group‟s training
institute (IFCAM)
 Support for teams at each branch in design and deployment of key
training paths
– Skills transfer for training teams via CrossKnowledge Academy
training in the « Ifcam CrossKnowledge
Club »
Rapid implementation of corporate project in local branches
Results: mutualisation of
and
100% of managers at regional branches benefited
Gradual inclusion of other staff
48

50. World-wide deployment of harmonised management methods
Challenges:
In brief:
 How to harmonise management practices and approaches
Technip is a world leader in project management, engineering
and construction for the energy industry. It employs 25,000
people in 48 countries.
 How to provide training to all managers, including those
who do not have access to face-to-face training (managers
working in 48 countries)
Solution:
 Development of 3 distance training packages leading to
Technip University accreditation: starting out as a
manager, value creation, communication & public speaking
 Deployment among 1,000 people per year and per
package, enrolled by local HR teams
Results:
Over 65 % takeup rates
45 % skills gains measured by on-line questionnaires
49

51. Harmonising performance assessment worldwide
Challenges:
In brief:
 The Group‟s success is the result of individual and collective
achievements, which is why the annual appraisal is a key management
tool. Appraisal is a year long process, with two important interviews, one
halfway through the year and one at the end.
Ipsen is a specialist pharmaceuticals
employing almost 4,500 people worldwide.
group
Solution:
 A training portal featuring two distance training paths backed by two
communication campaigns coinciding with appraisals.
Results:
Worldwide deployment in 4 languages (French, English, Spanish and
Chinese) for the Group‟s 850 managers
Immediate success (75% completion rate).
Extension of programme in 2012 with two new management training paths
50

52. Worldwide deployment of harmonised
management methods
Challenges:
In brief:
 How to professionalise the „Manager management‟
role worldwide as part of the development of the
Michelin Manager Guide
Michelin is a leading group in all markets relating to car tyres and travel.
It employs over 100,000 people around the world.
Solution:
 Dedicated portal for the Michelin Management
Programme offering blended training in 10 languages
and
featuring
CrossKnowledge
management
resources
 Path design, production
CrossKnowledge teams
and
deployment
by
Results:
Worldwide deployment after trial run with 600 Managers
around the world
Over 7 training hours per learner completed
51

53. Supporting a network of franchises
through a change in market positioning
Challenges:
In brief:
 To support the upgrade of the Dessange brand to „Luxury‟
standard
DESSANGE is the world‟s leading all-round hair and
beauty specialist. DESSANGE International focuses on 2
business areas: franchising and products.
 To support the development of the franchise network in 45
countries by helping them to embody the brand‟s values, provide
advice, and increase the average ticket per customer
Solution:
 Development and deployment of Dessange Learning Lounge in 6
languages, on-line support for training initiatives in Dessange
schools
 Co-development of 3 flagship programmes (integration, sales
advice and techniques, support for managers)
– Centralisation of specific expertise on the site via a series of
Results:
product/service records
Harmonisation of hosting/sales techniques in luxury environment
Continuous information on new products and services
1,300 people enrolled, 1,500 training hours
52

54. Developing and selling distance learning to clients
Challenges:
In brief:
 To develop distance learning solutions focusing on areas of
expertise covered by SAGE (IT systems/HR, Invoicing, Cash flow
management, relations with banks, etc)
The world’s number 3 management software
publisher, Sage simplifies and automates
management and business processes for 6.1 million
companies in 70 countries.
 To sell them to clients by offering simple, smooth processes
 To certify partner resellers
Solution:
 Deployment of platform integrated into the extranet and hosting
training modules
 Integration of order and invoice processes into the platform
Results:
2-figure percentage increase in turnover in 2 years
53