20121121 svbs presentation dorma short1

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  • SLIDE 2 – THE WORLD IS GETTING SMARTER All our customers are getting smarter.Customers want more intelligent solutions, they don’t just want you to simply solve today’s problems, but to help them imagine new ways to succeed. Our customers don’t want to just buy products from us anymore.  They want us to stay ahead of THEIR industries, support them to understand what their REAL needs are, and what they should be focusing on if they are going to excel in the global marketplace.  THIS MEANS THAT we HAVE TO CONSTANTLY TRANSFORM THE WAY we DELIVER * PRODUCTS AND SERVICE and Our BUSINESS PROCESSES… This is very difficult today, because it’s not just our customers who are demanding more—so are our employees.  Yes, they also have dreams, and they are getting smarter, too.  Our employees are younger, more mobile, more diverse, and less willing to wait for companies who do not change with the times. Companies must move hundreds, even thousands, of them in the same direction, towards the same goal, at the same time. This brings brand new challenges to how we EDUCATE our people.   Click to next slide
  • Slide 3 – CLASSROOM SLIDE STATE 1 – Whiteboard  Trainer  Classroom [Sequence takes 5 seconds to build.] When we created SwissVBS ten years ago, it was a much simpler world. It was a lot like THIS Classroom training was still the dominant way to train. And it was a given that classroom[click to STATE 2: Learner appears] training was eating up valuable working time.  We did our homework, Guenter and I did our roadshows where we visited 40 companies, we explored, created theories on what needs to be done and learned from our initial customers. And that is why we were innovative, we became one of the first companies to offer high-quality education to busy executives, completely online.  CUSTOMER EXAMPLE:Although we were a Swiss company, one of our first customers was Bell Nexxia (a 3-billion-dollar company), the enterprise services arm of Bell Canada. The Internet was transforming their world, and they had to change the way their legacy sales force thought about their business and their customers. And they had to do it FAST. Each one of their enterprise sales professionals drove more than SIX MILLION dollars of revenue a year. That meant that every day one of them spent in a classroom cost the company $26,000 in new opportunities.  And there were 330 of them. [Click to next slide]]
  • SLIDE 4 – HAPPY E-LEARNINGSLIDE STATE 1 – The happy reality [Sequence takes about 2 seconds to build) The course we created for them, Financial Management for Sales Professionals, enabled Bell Nexxia to complete their training program in THREE MONTHS, instead of the ONE YEAR they would normally have spent rolling out a classroom program. It made the salespeople happy because it was fast, relevant, and interesting. It made the training department happy because it cost less and pleased their audience. But, more importantly, it made the company’s executive team happy, because it saved five-and-a-half working days per person. That amounted to a saving of $47 MILLION DOLLARS in Opportunity Cost. [When you are ready, Click to SLIDE STATE 2 Needless to say, A LOT CAN CHANGE IN TEN YEARS. SLIDE STATE 2 – TEN YEARS LATER [transition from happy to exhausted takes 5 seconds to complete.] Every company now has one, but most likely many, Learning Management systems. Cumbersome systems locked down by IT departments that can’t accommodate new features or customization. They are loaded full of hundreds or thousands of courses from dozens of different vendors.  Many companies, to keep costs low, created their e-learning courses using off-the-shelf tools.  Now they have hundreds of hours of courses that very few employees actually use.[Click to next slide]
  • SLIDE 5 SLIDE STATE 1 – The New Competition for Employee Attention (Red screen with white text) What most companies don’t yet appreciate, is that in the world of Web 2.0 they have entered a BRAND NEW COMPETITIVE LANDSCAPE: THE COMPETITION FOR THEIR EMPLOYEES’ ATTENTION. Anyone whose job is to train employees is not just competing with yesterday’s classroom experience. Or with the work piling up on their desk. Or with the customer calls they are receiving. [ CLICK next screen] SLIDE STATE 2 – COMPETING MEDIA EXPERIENCES YOU ARE NOW COMPETING WITH EVERY OTHER MEDIA EXPERIENCE IN YOUR EMPLOYEES’ LIVES. [This point should be made emphatically.]  You are competing with Steve Jobs. With the immediacy of Facebook and Twitter. And, yes, even with Angry Birds. Anything that is more personally compelling to your audience than your training, is now your competition. Think about most of the e-learning that you offer to your employees: Linear. Mainly text-based. Top-Down. Built in generic authoring tools. Full of dated messages repurposed from corporate materials without any consideration of the unique educational potential of Rich Internet Media. How can THAT [i.e. the old stuff] compete with THIS? [i.e. Angry Birds]Example of students in US classrooms.[click to next slide] 
  • SLIDE 6 –Learner in ChainsSLIDE STATE 1 – Desk & Laptop  Learner in chains  Thought clouds. Slide builds in 3.5 seconds] It’s not just that your people are mobile—but that their minds are constantly absorbed elsewhere. They are constantly connected to other people, or what I call Twitter nation. With such an overload of information, it is extremely difficult to keep their attention—which is essential if you are going to be able to lead them along a path of business transformation. Today’s new learners are proactive, always looking to learn actively. They are smarter, more able to be active agents in finding knowledge for themselves.  And if the learning content you place in front of your people is not focused on their specific business situations, they will find what they think they need on Google.  You can either harness this new skill, or they will bypass you.[Click to SLIDE STATE 2 – Reveals trainer with megaphone] This is a problem not only for them, but for HR or sales enablement professionals, and for executives. You would NEVER use standard approaches to training to communicate with your customers.  So why do it with your own employees who are your most important resource? How can you shape their behavior if you can’t even keep their attention? EXAMPLE STORY:“We know one company where an employee spent time writing a piece of software for their computer that would automatically click through their e-learning courses, so they wouldn’t have to spend time actually taking them. Then he shared it with his co-workers.” What is SwissVBS’s response to this new competitive reality?[Click to next slide]
  • 20121121 svbs presentation dorma short1

    1. 1. Online Learning Solutions mit SwissVBS Dr. Sebastian Frankenberger (Executive Director) Web Conference mit Dorma, 21. November 2012
    2. 2. Agenda• Kurzpräsentation SwissVBS• Schulungsansatz und Philosophie• Aktuelle Fallbeispiele innovativer Schulungskampagnen• Möglicher Exkurs: Die Mobile Learning Revolution!?
    3. 3. UNSER UNTERNEHMENSwissVBS auf einen Blick.
    4. 4. Unser Profil• 2001 Firmengründung durch führende Professoren der Universität St. Gallen• Derzeit mehr als 100 Stunden Lernmaterial im Bereich „Unternehmensführung“• Seit 2002 Entwicklung unternehmensspezifischer Bildungsprogramme• 40 Mitarbeiter weltweit• Unternehmenssitz in St. Gallen (Schweiz) und Niederlassung in Toronto (Kanada)
    5. 5. Unsere Kunden (Auszug)
    6. 6. Unsere Methodik Mobile Social Mentoring Lösungen Learning etc. Analyse Lehrplan- Individuelle Educational & Design entwicklung Medien Branding Lernportale Begeisterung Veränderungen Fähigkeiten Kosten wecken umsetzen verbessern überwachen
    7. 7. Unsere Projektansatz (beispielhaft) Produktion & Launch & Konzept Design Implementierung Betrieb• Strategische Vision • Lernportal • Produktion • Kommunikation / Launch Funktionalität spezifischer Inhalte Kampagne• Zielgruppen Nutzerinterface Drehbuch • Nutzertest und• Lernziele und Inhalte Medien abschließender Look & Feel Techniktest• Curriculum 1.0 • Programmierung des • Inhalte Portals • Briefing der• Lernformen und Struktur Multiplikatoren didaktisches Gestaltung • Integration weiterer Grundkonzept Inhalte • Nutzeradministration Lernpfade• Technisches Konzept • Funktionstests Sign-on, Sign-off und Funktionalitäten • Strukturen und Helpdesk Prozesse (inkl. Administratorenrechte) • Update-Management
    8. 8. UNSERE PHILOSOPHIEAnsatz. Methodik. Kompetenzen. Fallbeispiele.
    9. 9. Die Welt wird ständigSMARTER
    10. 10. 10JAHRESPÄTER
    12. 12. Erreichen Sie so die Aufmerksamkeit Ihrer Mitarbeiter? Beispielfirma
    13. 13. Erreichen Sie so die Aufmerksamkeit Ihrer Mitarbeiter? Company Company Company Company
    14. 14. Einschränkungen Autorentool-basierter Lösungen • Geringere Emotionalität und geringeres Involvement der Lernenden aufgrund einer klinischen und nüchternen Lernumgebung • Eingeschränkte Möglichkeiten in der Entwicklung einer ganzheitlichen, integrierten Lernwelt (z.B. können nur ca. 60% des Bildschirms frei genutzt werden, fixe Position für Text, etc.) • Geringere Identifikation der Lernenden (z.B. aufgrund non-verbaler Charaktere anstelle von sprechenden Charakteren) • Schlechterer Lernfluss aufgrund eingeschränkter Synchronisationsmöglichkeiten zwischen Audio und Animation • Geringere Aktivierung der Teilnehmer über generische Interaktivitäten innerhalb des Moduls (z.B. Drag & Drop, Multiple Choice).
    15. 15. Die Marke: urban, stylish, trendy Beispiel
    16. 16. Die Mitarbeiter als Markenbotschafter Beispiel
    17. 17. Die Schulung der Mitarbeiter? Beispiel
    18. 18. Die Schulung der Mitarbeiter! Beispiel
    19. 19. Die Schulung der Mitarbeiter: Transformatives Lernerlebnis Beispiel
    20. 20. kreiert web-basierte Lernkampagnen die Begeisterung wecken, und Ihre Mitarbeiter auf demstrategischen Weg der Transformation begleiten.
    21. 21. SAP