How Learning and Development organizations can create positive impacts during challenging economic times. Presented to the Tata Learning Forum 2008

1. Avaya University:
Creating Positive Impact in Challenging
Times
Christine Troianello, Co-Leader GLIS
Avaya Global Learning and Information
Solutions
October 17, 2008
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2. Background: AU Responds to Challenges
1999 :
– Avaya spins off from Lucent Technologies, keeps enterprise business
2000:
– Avaya University (AU) fully outsourced to single vendor
– 250 former Avaya University associates move to vendor
2000 – 2007
– Small Chief Learning Office (CLO) office formed to manage relationship
– Avaya Campus joins CLO starts through acquisition
– Services Skills Development organization created to close critical skill gaps in
services workforce
2007:
– Avaya acquired by private equity firms, Silverlake and TPG, and “goes private”
– Avaya University moves to multi-vendor model and moves ~25% of
development and delivery to other vendors
2008:
– Avaya’s new owners seek to improves Avaya’s cost structure and customer
– Avaya University responds…Global Learning and Information Solutions formed
© 2007 Avaya Inc. All rights reserved. 2

3. Global Learning and Information Solutions
Enable customers to more quickly adopt
and achieve satisfaction in the use of
Specify Create Avaya solutions –and as a result
CMS
drive more revenue.
XML
TMS
Store &
Customize Manage
ILT Classroom
PDF, online book, etc.
Virtual
Lab
E-Learning
HELP Systems Point of Use
Graphical User Interface tutorials
Web Based
Training
Solutions focus, with potential incremental savings
© 2007 Avaya Inc. All rights reserved. 3

4. Business Problems & Solution Strategy
Business Problem:
– New owners and economic downturn required improved cost structure
– Need to significantly reduce expense but maintain service levels to
educate employees, partners and customers
Organizational Problem:
– Fully outsourced model resulted in creation of shadow training
functions, duplication, hidden and dispersed cost and unclear
accountability
Learning Problem:
– Learning not audience focused
– Strong reliance on ILT; ELearning low level
Business Impact:
– Redundancy, unmanaged revenue, expense, & competitive
disadvantage
Scope and Strategy for Solving:
– Create new and aligned strategy, process, & infrastructure to train and
develop the next generation workforce, customers, and partners
© 2007 Avaya Inc. All rights reserved. 4

5. Solution to business challenge
Five plus disparate organizations One united organization
No shared vision, strategy, tools Shared vision, strategy, tools
Redundant, resource intensive Single streamlined
content process, standards and
development, localization technology platform reusing
processes and tools content
Unclear accountability and slow Clear accountability and decision
decision making making
Expertise, strategy, management Expertise, strategy, and
, and tactics, all primarily management, in-house; tactics
outsourced outsourced
Primarily US based management Global staffing utilizing best
and development functions cost, best talent strategy
High cost with limited capacity High value, increased capacity
Inconsistent product driven Consistent user and solutions
information and training driven information and training
Creating courses and manuals Driving proficiency and strategy
© 2007 Avaya Inc. All rights reserved. 5

6. Resource Strategy: More for Less
Consolidate ALL product documentation, training, localization activities
across Avaya to drive greater efficiencies, reuse, content authoring and tools
standards, and consistent approach for all user groups
Expand operations in low cost regions to increase low cost mix
Optimize global management structure to minimize number of interfaces
into product groups and eliminate redundant planning and management tasks
Re-focus high cost headcount to “move up the value stack” and support
solutions, tier 3-4
Utilize strategic outsourcing for tactics, technology and where internal
expertise is not critical, and eliminate use of contractors except as needed
to close gaps or for peak periods
Headcount increases primarily in low cost regions
Overall cost of training to decrease in FY08 and FY09, while volume and
customer satisfaction increase
© 2007 Avaya Inc. All rights reserved. 6

7. From Managed Services to Avaya Managed
Taking Back High Value Tasks
FROM TO
Learning Service Provider owns ADDIE Avaya owns and manages end-to-end
while Avaya provides planning support solutions, drives
and problem resolution Analysis, Design, Development, Evaluatio
n and Localization
Learning Service Provider owns analysis Avaya drives analysis
(gathers data from product team) A (leverages user profiles, product & doc expertise, etc.)
Learning Service Provider owns design Avaya drives design (leverages user profiles,
(gathers info from product team) D doc expertise, existing content, etc.)
Learning Service Provider owns development Avaya partners with development vendors
(partners with R&D SMEs) D as required
Learning Service Provider owns implementation Avaya partners with delivery vendors, but retains
(partners with product team) I Instructor certification and trains trainers
Learning Service Provider owns evaluation
(level 1 & 2 evaluation performed) E Avaya evaluates outputs
(utilizing vendors and BIC tools)
© 2007 Avaya Inc. All rights reserved. 7

8. New Training Development & Delivery Models
Work as one integrated global team
Leverage key strengths of resources
in different geographic locations
Streamline and distribute processes
to deliver highest value at lowest cost
Establish efficient processes with clear responsibilities
Ensure re-use of content in training and documentation
Build global external training delivery partnerships
Manage training delivery as a business, not expense
Create self-sustainable funding model
© 2007 Avaya Inc. All rights reserved. 8

9. What’s Next?
© 2007 Avaya Inc. All rights reserved. 9

10. Appendix
© 2007 Avaya Inc. All rights reserved. 10

11. Stakeholder Engagement
Corporate
Product
Strategy / Services HR / Legal
Solutions
Initiatives
Product Offer Service Offer
Business drives strategy and Doc and Traiing
Requirements
Doc and Training
Requirements
solution priorities through Portfolio Management of Concept-to-Portfolio Exit
AGSP; aligns funding to Concept-to-Market Lifecycle Management
Workforce
Leadership and
develop information
Customer Culture
Software Focus Development
Requirements
products and training to
meet user needs
Concept Planning Development Qualification Launch Steady State Phase-out Portfolio Exit
AGSP
Internal Sales
Development Delivery Engine
Audiences drives
proficiency priorities,
Internal
Services
forecasts requirements
External
External
Development
Development
Audience Engine(s)
and manages variable AU
Engine(s)
Internal Development
Other(s) Requirements
budget to support
execution Business
Partners External
External
Delivery
Delivery
Engine(s)
Engine(s)
Customers
New AU executes to business
priorities
© 2007 Avaya Inc. All rights reserved. 11

12. Global Restructuring
Restructure NAR with business alignment and user focus:
• Small highly skilled team of program managers supporting information solutions design and
management
• Small highly skilled training development team specializing in NAR
customization, curriculum management, planning and design
Expand India team, building technical knowledge and increasing capability:
• Content developers, highly skilled in XML development, standards and re-use driven
• E-Learning producers, producing robust interactive e-learning
• Support publishing and other technical support functions
Expand localization resources in Czech Republic to increase volume and capability:
• Localization development, engineering, and testing
• Proximity to development teams and regional vendors
• Training localization
Restructure former Campus team in Germany to:
• Increase coverage of EMEA product development and combine with documentation teams
• Utilize local presence to better define EMEA audience requirements
• Drive stronger certification linkage as part of end to end information solutions requirements
• Leverage team for design, technology and project management of global projects
© 2007 Avaya Inc. All rights reserved. 12

13. Leveraging Synergies from Consolidation
Streamlined, Integrated Organizational structure
– Single global management structure=>no increase in overhead
– Single end to end program management structure interfacing with AGSP
– New planning, design and management function allows end to end planning
– Centralized center of excellence for localization of ALL content
Improved Strategic Alignment, Single Client Interface
Customer and Channel Focus
Efficiencies from Consistent Processes, Tools and Technology
– Improvements in single Development Workflow
– Facilitates usage of consistent tools, standards, platforms in development and
localization
– Improves reuse in content development for documentation and training
– Expand product translation memories to training localization
Solutions Focus
– Planning and design function planning end-to-end information solutions
– Coordination between training and content developers, exchange of knowledge and
expertise.
– Content development that can be leveraged by training development
© 2007 Avaya Inc. All rights reserved. 13