Merck case study:
Practical steps for
transfer via a Learning
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
Choosing a solution
Agree on what you need from a solution.
Think about the following: What does it need
Senior Learning Specialist for L&D
Head of Professional Services
eXact learning solutions
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