<Organisation> eLearning Strategy Version: <n.n> Date: <dd-mm-yyyy> Copy: Uncontrolled

June 2013

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Acknowledgements

The contribution of the following individuals in preparing this document is gratefully acknowledged:

<Contributors/reviewers/developers>

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An eLearning strategy

According to Marc Rosenberg, an eLearning strategy “is a systematic and comprehensive plan of

action designed to ensure the success of a broad-based eLearning initiative that adds value to the

organisation in ways that are supportable and sustainable.”

Common mistakes when developing eLearning strategies.

1. No Vision

It is important that the organisation has a vision about where the organisation wants to be in the

future in relation to eLearning. It’s not sufficient to have a vague idea about how eLearning

might be helpful in the organisation. It is important to be able to clearly articulate how eLearning

will support the organisation’s longer term strategy.

2. Equating Technology with strategy

Don’t focus on the technology when developing the strategy. A technology solution should

support the organisation’s business processes not the other way round. It can be easy to focus

on technology as the solution in and of itself but it is a small component of the overall solution.

3. Putting an LMS at the centre of a strategy

A Learning Management System is a technology solution. It will be an important component of

the strategy, but it is only a component. It will need to be supported by a solid change

management strategy, an understanding of how it will integrate with existing technology in the

organisation. In fact, choosing an LMS can often be one of the last steps in the process as the

right LMS should generally fall out of a needs analysis and a comprehensive understanding of

the organisation’s business rules.

4. Looking at development and delivery rather than the bigger business picture

Avoid focusing on the development and delivery of content as part of the strategy. This is

operational and can distract you from understanding how the overall system will add value to the

organisation. Focus on the goals and objectives of learning as part of core business and how it

will permeate the whole of the organisation

5. Focus on creating a traditional training offer online

Avoid taking your existing hardcopy resources and putting them online. People consume online

materials in a very different way to the way they consume it offline. Content that has been

simply uploaded to an Learning Management System without any online instructional design

having taken place tends to be boring and unengaging.

6. Failure to reach consensus

It is important the there is strong consensus among strategy developers and stakeholders about

exactly what the vision is and how the strategy is developed, integrated and promoted. Discord

or apathy amongst key stakeholders can derail any initiative to implement the strategy and can

create confusion amongst staff about the commitment of the organisation to the strategy.

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7. Misreading executive support

Ensure that executives are on board and committed to the eLearning strategy as detailed in the

strategy document. It can be easy to misread or misunderstand executive commitment or

understanding about the vision in the strategy and the implications that the strategy will have on

the organisation as a whole. It is important that short and long term consequences are

adequately understood and accepted.

8. Thinking that this is part-time or short-term effort

eLearning is a component of the wider organisation’s commitment to learning and development.

A sincere commitment in the investment and resourcing of staff development is crucial to the

sustainability of eLearning - or any organisation sponsored learning for that matter. It is not

something that can be quickly implemented and then ignored. It must be managed, maintained

and regularly promoted.

9. Ignoring weakness and threats

Misunderstanding or ignoring the threats to learning and development – both from within the

organisation and outside of the organisation can derail the implementation of the strategy and

the technology. It is important that as part of any strategy that the threats and risks are

identified.

10. Failure to manage change

The failure or inability to adequately manage the change that will inevitably take place in the

organisation will likely void any effort to sustain the change. Everyone needs to be committed to

the change and understand how it will benefit them and their organisation. Misunderstandings,

perceived threats to position, employment and/or power can lead to the creation of significant

barriers to adoption. A transparent change management strategy which seeks feedback and

involvement from stakeholders will go a long way to creating an environment of acceptance. 1

Sample strategy template2

Strategy Title: <Strategy Title>

Background/Context:

What is the context of the strategy? Why has it come into existence?

Vision: What is the vision of this strategy? Where does the organisation want to go – what is the big picture? What are the desired outcomes?

1 The main points of these have been taken from Marc Rosenberg’s presentation. at http://www.marcrosenberg.com/images/Strategy%20Sample%20Slides.pdf The explanations are my own. 2 This has been developed as guide only.

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Leadership What leadership roles will need or be needed to support the strategy?

Industry How will the Industry support the strategy? How will you leverage of the knowledge and expertise of the industry? How will you validate the learning outcomes so they remain best practice?

Change What Change Management practices have you put in place to support and manage the change?

Business Case What is the business case for developing the strategy? How will it add value to the business and support the gaols and objectives of the organisation? Do you understand what resources (human, physical and financial) will be required to develop and implement the strategy?

Current status What is the current state of Learning and development in the organisation? How will the strategy change this and where will those changes be?

Technology What technology will be required to successfully implement the strategy? Is this radically different from what exists in the organisation currently? Why have these technologies been chosen and what impacts will they have on existing technology and infrastructure?

Knowledge Management How will the organisation manage the knowledge that it develops by implementing the strategy? How will the metrics be stored and retrieved for future use? How will the organisation ensure that all the knowledge that is created is harnessed and fed back into the organisation appropriately?

Current barriers: What are the current barriers to the implementation of eLearning in the organisation?

Metrics

Describe the measure(s) that will used to indicate that the strategy has been successfully. How will we answer such questions as 'what have we achieved?' and 'how do we know?'

Risks

What risks are involved in implementing the strategy?

How will the risks be managed or mitigated? What are

the risks to the organisation of not implementing the

strategy?

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