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Merck case study:

Practical steps for

implementing knowledge

transfer via a Learning

Content Management


C-suite objectives increasingly entail a link to

maximising the return on investment in

transformational projects. Corporate

'storytelling' often includes talk like

'Remember that project that we all worked on

to transform 'X', which ended up just dying a

death?'. Those memories can evoke sceptical

attitudes towards new initiatives relating to

change, or new technology implementation.

So, as someone involved in making a

success of transforming processes, how do

you optimise the chances of a positive

outcome? Not just for your immediate

colleagues and your key stakeholders, but for

the whole organisation?

This article provides you with some practical

tips, and shares first-hand experience from

someone who has been through this process,

Pete Radice, Senior Learning Specialist for

L&D, at global healthcare company Merck.

Identifying and laying out your


First, identify your project goal. This could be

in the form of a mission statement.

For example: 'Empower our staff by providing

them with an easy to use, best-of-breed,

knowledge sharing tool. One that provides

tailored content, feeds into organisational

goals and improves customer feedback

ratings by 20%'.

Set yourself a clear path on how you

approach the whole project. Identify your key

stakeholders and decide at what stage of

each process do they need to be involved.

What else do you need to do?

• Set timescales

• Identify an appropriate project team from

different levels of the business

• Identify (and schedule) the considerations

of 'gates', where decisions are necessary

to progress

Choosing a solution

Agree on what you need from a solution.

Think about the following: What does it need

to do?

Pete Radice

Senior Learning Specialist for L&D



Robert DeMaria

Head of Professional Services

eXact learning solutions


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