colleagues cellebrating Digital Learning Transformation
Digital Learning Transformation

What is Digital Learning Transformation and how does L&D maximise its impact?

Digital Learning Transformation is about much more than taking your offline training materials and making them viewable online. It’s a complete, collective mindset change in how training gets done across an entire organisation.

In this blog, we offer a brief introduction to the concept of digital learning transformation, including the reasons and expected benefits and - if you’re in L&D - how to do it well.

colleagues cellebrating Digital Learning Transformation

The Broader Digital Transformation Context

Digital transformation is a managed approach to integrating digital technologies across all areas of an organisation. It marks a fundamental change in how business gets done.

 

Every business will have its own priorities and pain points that may be the primary driver(s) of digital transformation, but the goals and incentives tend to include:

 

  • Cost savings and increased efficiency through reduced need for travel, time on face to face or paper-based communication, etc
  • Greater cross-departmental knowledge sharing, breaking down silos and leading to new cocktails of ideas
  • Enhanced data gathering, giving leaders more insight into trends, customer needs, opportunities and threats - enabling better-informed strategies to be formed
  • Future-proofing the organisation, making it more adaptable to change and the integration of new solutions that build upon the existing technologies.

 

While digital transformation as a concept has taken hold over the last 5 years and seen accelerated demand since 2020 in the midst of the Covid-19 pandemic, its business benefits have long been demonstrated. In fact, research by MIT back in 2013 showed that digitally mature companies were 26% more profitable than their peers.

 

Those that lag in this area risk getting left even further behind more digitally-focused companies in 2022 and beyond.

digital transformation right infornt of you

eLearning for Employee Engagement, Performance & Retention

Few large organisations in 2022 have wanted to or been able to continue with face to face onboarding and training during the pandemic. While most will have had a level of elearning already in place for the basics of company processes and compliance training, many then took the same principles to further L&D content, making it available online via a learning management system (LMS).

 

However, it's crucial to view this solution as an extension of existing box-ticking exercises required for health and safety or other compliance training that short-changes employees and the business as a whole.

 

LinkedIn’s 2018 Workplace Learning Report found that 69% of non-millennials see development as important in a job, while this figure rises to 87% for millennials. This means that the competitive advantage to be gained from enhancing learning and development opportunities will increase in its importance for engaging employees over the coming years.

 

The benefits of eLearning for staff retention are even clearer:

Source: LinkedIn Workplace Learning Report

According to research by Oxford Economics and Unum, the cost of replacing an employee earning £25,000 is over £30,000 on average when you factor in all costs, and this may not even account for the associated inefficiencies caused by disruption and loss of knowledge and experience.

 

Digital learning transformation looks at how to not only make elearning possible but how to make training as effective, engaging and enjoyable as possible.

 

As 94% of employees would stay longer if they felt their company was investing in their career, making learning materials not only accessible but engaging and personalised through an integrated Learning Suite could bring vast improvements in morale and reduce attrition.

 

Such a system combines the top-down training facilitated by an LMS with the bottom-up, employee-led learning characterised by a Learning Experience Platform (LXP). Investment in such digital learning solutions could be repaid many times over across a large organisation from just the reduced recruitment costs alone.

Transformation Buy-In at Leadership Level

For digital learning transformation to have a real impact across the organisation, L&D managers need to first ensure buy-in from their fellow leaders, starting from the top:

Icon CEO

CEO

The big boss loves speed - in decision making, in implementation, and in bottom-line results. Demonstrate how digital learning will enable new products and services to be rolled out faster, as training can be created and delivered quickly, even across borders, and updated with minimal time and fuss down the line.

Icon Finance

Head of Finance

A key consideration for finance is minimising and cutting costs where possible of course. Sell the idea of digital learning to this team on the basis that it reduces costs in the way of face to face trainers, room hire, travel and materials. Rather than an investment (a cost), it is a cost-saving device for which you may be able to demonstrate a clear business case and ROI.

Icon IT Tech

Head of IT

The techies love control. Rather than selling the Head of IT on the concept of digital learning, you may find that he or she is enthusiastic but wants to be actively involved to ensure integration with existing systems. See this as a collaboration where you may need to hand over a level of control.

Icon Legal

Legal

A well set up learning platform is a powerful asset for legal/regulatory compliance. It provides clear information on required training and can provide alerts when refresher training is required. An easy sell to an in-house or external legal team.

Icon HR

HR

Recruitment, onboarding, training, morale and retention are all key considerations for the Head of HR. L&D and HR are closely aligned anyway - if not part of the same People department. Digital Learning Transformation does require a great deal of data sharing and integration with HR systems, but done well, HR and L&D will have a seamless, beautiful relationship for ever after.

Key Steps to Digital Learning Transformation

A digital learning transformation programme requires careful planning, implementation, assessment and improvement. Any such technology implementation can be broken down into distinct steps for success:

  1. Plan
  2. Consult
  3. Implement
  4. Test
  5. Measure & Analyse
  6. Improve

 

To break each step down into greater detail:

Interested in Digital Learning Transformation

Plan

You will have done a level of planning in order to win the support of department heads. In order to maintain that support, you’ll need to carefully scope and cost the technologies you’re looking to introduce and the human resources needed for their implementation.

 

What existing processes will be retired and what are the direct replacements for each one in the new digital learning environment?

 

As so many technology projects stray beyond expected timescales, give yourself plenty of buffer time so that you don’t miss deadlines and start losing support from your peers.

Consult

Communication is vital for a successful digital learning transformation programme. Many IT projects fail not through a poor choice of technology, but through lack of communication beforehand in order to generate understanding and buy-in from end-users.

 

At the consultation stage, learn about what the key pain-points are within each department and try to tailor your digital learning solutions to help ease them.

 

Help each department to understand the benefits of digital learning transformation for their roles and you’ll find less friction and greater user adoption of new systems and processes post-implementation.

Implement

Don’t try to implement every project within the digital transformation programme in one spectacular hit. There will be disruption - good and bad - so limit the bad and overall shock to the organisation by rolling out to a limited cohort - perhaps the department where you have greatest buy-in first.

 

Introduce new tech and eLearning content gradually, replacing previous training methods bit by bit. Look for what systems and content people are finding confusing and what really enthuses them.

Test & Measure

As your early-stage digital learning projects bed in, analyse the data that comes back from your learning platform. What are the key metrics you are looking to improve and how does the new solution fare compared to previous methods?

Analyse, Discuss & Improve

Again, communication is essential to making your digital learning programme maintain its early momentum. You’re gathering quantitative data, but don’t ignore qualitative feedback from each group of learners and their managers.

 

What has been annoying? What hasn’t worked? What could be improved?

 

Within each individual roll-out project, mistakes will be made - that’s normal. Those mistakes will be forgiven if you listen to the feedback, take notes, and act as quickly as possible to address them with tweaks to your roll-out.

Transform the Culture

There is only some much you can do in leading a digital learning transformation programme before it could feel less collaborative and more like another top-down demand. Who has engaged most with both the process and the benefits from the early stage implementations?

 

Laser in on these people and try to empower them as advocates of the new solutions - even coaches for their peers who could use support.

 

With an army of internal activists, user adoption can start to spread like wildfire, making your digital learning take hold and really transform the culture of your organisation.

Hopefully, the above points have given you some useful food for thought in advance of your own digital learning transformation programme.

 

If you’d like to speak to one of our digital learning experts to discuss how our experienced team and solutions could help you, do feel free to contact us here at imc for an informal discussion of your organisation’s requirements.

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Training members
A learning platform for membership organisations

Learning Management Systems for Membership Organisations - Key Features to Look For

Here we look at the unique requirements you should look for in a learning management system (LMS) for membership organisations, in order to make your platform effective for current and future training needs, while improving many other aspects of member administration.

Over the last few years, many professional bodies and trade associations have added online training, services and member benefits via an LMS to supplement their offline offerings.

However, as everyone is becoming more tech savvy and comfortable in doing more of their business and social networking online, many membership organisations now conduct the majority of their communication via an LMS or online portal, with some even being primarily or entirely run online.

Add to this the need for social distancing and remote communication while the coronavirus pandemic continues through 2021, and many membership organisations need an online hub to be able to function at all.

Often, generic LMS solutions can technically be adapted to meet the needs of a membership organisation with some custom development work. However, choosing one that has this use case catered for by design (rather than being very focused on training internal company employees) can save a lot of hacking around and headaches.

 

At imc, our Learning Suite has been developed with membership organisations as a key user-type, making it easy for administrators to organise training, certifications, CPD / CE, online communication and much more.

hybrid onboarding

LMS key features for a membership organisation

These are some of the key features we have worked to continually improve, and that we recommend you look for when choosing the best LMS for a membership organisation like yours:

 

CPD / CE

Social Learning

Multi-Tenancy

Low-Cost Scalability

Software Integrations

Adaptive Learning

eCommerce

Virtual Conferences

Content Creation Tools

User Hierarchies Analytics and Reporting

CPD / CE

Many professional membership organisations require a level of Continuing Professional Development (CPD) / Continuing Education (CE) for members to demonstrate their commitment to staying up to date with the latest industry information and best practices.

 

Therefore, a good membership LMS will help both users to follow and record any points-based training, whether conducted online or offline, while enabling administrators to signpost suitable courses and content.

Social Learning

While the typical LMS for employee learning and development will be set up to deliver on the top-down training requirements in line with a company’s business and compliance needs, many people join an organisation for the benefits of expert instructor and peer to peer support.

 

Therefore, a membership LMS should facilitate group chats, threaded discussions, and many of the content liking, sharing and commenting features that users will be familiar with from social media platforms like Facebook, Twitter and LinkedIn.

Multi-Tenancy

Membership bodies, especially larger organisations, may have multiple types of learners, each with their own needs in terms of features, as well as content. For example, there will be the members themselves - who may form one or more type - there may be the organisation’s own staff who need training and their own ongoing support and development, and there may be external partners, such as affiliates and 3rd party training companies.

 

A multi-tenancy LMS like imc Learning Suite allows you to use a single learning platform instance to create distinct learning environments for each of your audiences. Each group sees only their self-contained learning experience, which can be tailored to their needs in terms of content, hierarchies, active features, and even branding.

Learn more about multi-tenancy here.

person waving to webinar

Low-Cost Scalability

Many trade associations and membership organisations, including some of our clients, have tens or even hundreds of thousands of members. Therefore, you’ll want to make sure your LMS can scale with you to large numbers of members without costs spiralling out of control.

 

Unlike online training for company employees, many organisation members will need to stay enrolled but may be relatively passive - perhaps not active at all for many months or longer.

 

Therefore, the pricing model used within an LMS for membership organisations should be tailored to or flex to reflect that lower level of resource usage seen within a typical corporate LMS that will be priced based on users / active users.

Software Integrations

Of course, there are many moving parts within a membership organisation, with training being just one of them. Admin time is therefore a potentially big expense, so management of member data should be as seamless as possible across software platforms for CRM, email, video conferencing, finance, multimedia content and more using APIs.

 

For example, imc offers easy integration with popular 3rd party applications such as PayPal, Shopify, GoToMeeting, Microsoft Teams, Linkedin Learning and Salesforce.

 

It’s this streamlining of software products that enabled the RIBA (Royal Institute of British Architects), who have 47,000 members worldwide, to go from 5 different systems for attendance bookings, training content, email notifications and more to managing everything within their LMS.

Adaptive Learning

Keeping content relevant and fresh is key for learner engagement with your content. Adaptive learning capabilities within your LMS helps to intelligently assess learners’ existing competencies as they progress through training content. It will guide them to what they need to learn and improve on, and reduce the repetition and frustration that can come from ploughing through training where they are already capable.

eCommerce

LMS ecommerce functionality enables a membership organisation to deliver self-service enrolment, and purchase of individual or group courses, event attendance and more. 

 

For larger organisations especially, this can greatly reduce admin overhead and bring significant cost savings. Look for integrations with popular ecommerce payment gateways, such as PayPal and Shopify.

entertaining employees

Virtual Conferences

Prior to the Covid-19 pandemic, many events were already moving to a hybrid model in order to reduce the need for travel and open themselves up to a much wider audience. 

 

Having virtual conferencing capabilities within your LMS allows you to quickly and easily set up and deliver tradeshows and member events at a fraction of the traditional cost and logistics. They can even be recorded and made accessible for any timezone, and open up discussion forums in moderated groups.

Content Creation Tools

Specialist learning and development teams will often create elearning content with popular software, such as Articulate, and make it available within the LMS. However, a membership organisation will often have tens or hundreds of subject matter experts who could be sharing their valuable expertise with the community.

 

An easy to use learning content development tool, like our own imc Express, can enable experts with no formal learning design experience to create and share training materials all within the LMS ecosystem. This can greatly reduce the time and expense of rolling out new training.

User Hierarchies

A large membership organisation will often have various levels of management, and local area leaders governing and supporting members within their group. 

 

An LMS that is purpose built with membership organisations in mind will allow you to easily create hierarchies with differing levels of permissions, reflecting your own organisational structure.

Analytics & Reporting

Many membership organisations will have one or more overarching objectives supported by projects and events running across a year. A good LMS will enable you to easily create custom reports, giving you clear visibility of progress against overall and group targets.

 

Detailed analytics will enable you to laser in on groups or individuals that need additional support, as well as high-performers who could be earmarked as future leaders.

How we can help membership organisations like yours

If you’re involved in the running of a membership organisation and are looking to improve training delivery or reduce the time and expense of managing multiple software platforms, then the above checklist of features could help you leverage an LMS.

 

With the imc Learning Suite, we’ve helped a wide range of membership organisations, such as the ACCA (Association of Chartered Certified Accountants) and the Australian NRL (National Rugby League) to manage many areas of their member administration - not just training - all within the single ecosystem of their LMS.

 

If you’d like to discuss how an LMS could benefit your organisation too, contact us at imc for an informal chat about your requirements.

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Gijs Daemen
Gijs Daemen
Global Marketing Manager
Langeweile, Akten
LMS Hot Topics
Submitting control, gaining safety

Never file folders again!
How a validatable LMS significantly saves on time and paper

An interview with a representative from the medical technology industry

There will always be challenges to face when converting or introducing a Learning Management System (LMS). However, it becomes even more difficult if the learning platform also needs to map validatable processes. This is a particularly important issue in the medical, pharmaceutical and medical technology industries, as work processes and training courses must be fully documented. We spoke with a representative from the medical devices industry who recently made this type of changeover.

Hans-Heiko Müller, pfm medical ag

Hans-Heiko Müller, Team Manager for Organisational Learning at pfm medical ag

Hans-Heiko Müller works for pfm medical ag, an internationally operating medium-sized family business from Germany that offers special solutions in the healthcare sector. As Team Manager for Organisational Learning, he is responsible for the documentation of internal training and professional development.

He had already been working with imc's LMS and the imc Learning Suite since 2014 and initiated and oversaw the company's conversion to a validatable system. In this interview, he tells us how the conversion went, what challenges he and his team faced, and how many metres of DIN-A4 folders he now saves.

INFO

The term validation or validation obligation means that detailed evidence that a technical process has complied with requirements must be documented. Simply stated, the aim is to assure the quality of a product in order to prevent serious errors. This is extremely important for eliminating the endangerment of patients in high-risk industries such as the pharmaceutical industry and the manufacture of medical devices.

INTERVIEW
file folders

Hello Mr Müller, please tell us: What do validation processes and learning management systems have to do with each other?

The European Medical Device Regulation MDR and the U.S. Food and Drug Administration FDA impose very strict requirements for this. These requirements state that, if a computer-aided system is integrated into a quality-relevant manufacturing process, documented evidence of this must be provided.

This evidence must show that the system meets the requirements and will perform exactly as specified, both now and in the future. In other words, the system, or in our case the LMS, must be verifiable at all times, and every process must be clearly traceable. This applies, for example, to any changes made to training materials.

At pfm medical, you decided to take the step towards a validatable LMS in mid-2020; how did this come about?

There were several reasons. For one thing, we have to meet the legal requirements, and the European Medical Device Regulation, which was enacted in 2017 and is mandatory as of May 2021, included some innovations that had to be implemented.

Another consideration was the fact that, generally speaking, documentation prior to validation was very time-consuming. We had to carry out a great many procedures manually.

file folders stapled, lms hot topics

How can I picture this manual documentation?

Basically, all employees must complete certain training courses, for example professional development courses on the individual products. Depending on the type of training, it may need to be repeated or renewed on a regular basis.

Before the conversion, the documentation worked like this: We manually enrolled an employee in the course, and they were able to complete it either online in the LMS or in person. Afterwards, they had to print out a certificate showing that they had taken the test, acknowledge this with their signature and either submit the slip in person or send it by post.

After receiving the letter, we had to check whether the employee was really enrolled on this course and confirm their participation manually in the system. Because we are required to keep these records by law, and in some cases for decades, we manually filed the supporting documents in paper folders.

 

This added up to about ten running metres of DIN A4 folders within two years. My colleague and I spent several hours each week comparing and categorising. This standard procedure, which is the order of the day in many companies in the medical technology sector, ties up a lot of resources.

100 PAGES DOCUMENTATION PER UPDATE

That sounds very cumbersome indeed. What does this process look like now with a validatable LMS?

All employees are assigned to different groups, and I can book these groups in specific training courses and onto specific learning paths. The additional professional development courses that are relevant for validation are also found there.

Let's take the example of medical device consultants who have to instruct doctors on our products. If I specify that the group with all consultants must attend a training course on the latest products every year, the system automatically books the entire group into the appropriate training courses. I can also set automated reminders (called escalation management) in the system. This will send a reminder to those who have not completed the training course by a certain time.

 

Once the employees have completed the course, they can log it directly into the system. To do this, they have to be logged in with their user name and password and also confirm their participation with their electronic signature (e-signature). That's it. We can then see when the employee has completed the training course, and the certificate is stored in the system. We don't have to print anything out or file anything extra.

LMS Hot Topics happy guy

Can you give us some insights into what was important to you when selecting a vendor?

We not only wanted support with the conversion of the system, but also help with the documentation going forward, because with every update, with every small change I make in the LMS, the potential impact of the change has to be documented. This is extremely time-consuming, and each update quickly adds up to 100 pages.

Theoretically, we could also do this work ourselves, in other words, run through all the scenarios completely and document them. However, I would need to hire at least one full-time employee to do this. We wanted a "comprehensive, worry-free package" that would not only cover the issue of security, but also make our work considerably easier.

What was the actual conversion process like?

First, we worked with imc to create a requirements analysis of the company's learning processes. This involves such aspects as the organisational structure and the structure of the learning content or learning processes. This was followed by the reconciliation of validation documents and the provision of user requirements and functional requirements including risk analysis.

 

Then, in the planning phase, we were provided with a development system (DEV system) for initial workshops. In the workshops, for example, the administrators were trained, and we set the system up and used it on a test basis together. In the third phase, a test system, or STAGE system, was put into production, and this in turn was tested. This was followed by the deployment of the productive system.

The process took just under four months altogether. If we had done it completely on our own, it would have taken us an estimated 18 to 24 months.

MORE SECURITY - LESS FLEXIBILITY

Did you have any fears or anxieties about the conversion beforehand? How did you deal with them?

Of course, we had respect for a project of this magnitude. But we saw the conversion as an opportunity to bring the old world into the digital age. For example, we took another look at all the processes and checked to see where they could be streamlined.

As a result, we now have training processes that are uniform for all employees, including those of our subsidiaries. There was a real change in culture which was also initiated by the fact that we worked with so many different departments.

 

At the same time, this presented a certain challenge, in that we first had to find out which "language" everyone spoke. Terms such as system or DEV system can be interpreted differently by each department. For example, since we worked with HR as well as IT, it was immensely important to make sure that everyone knew what was meant by which term. Clear agreements and a regular exchange are essential for this.

Were there any other challenges?

Personally, I didn't find it easy to relinquish some of the responsibility and rely on an outside vendor, because as I mentioned, I had already been working with the LMS since 2014, knew how it worked, and could make changes myself.

During the conversion, however, it was the provider, and not I who worked on the system. In a way, that was a leap of faith, because I didn't know exactly what was going on in the background. It made me a little nervous at first. However, we agreed on short sprints, in other words, weekly coordination meetings with the possibility of readjustments, so that I was reassured and could follow where we were in the process at any time.

 

However, you should be aware that you lose some flexibility with this sort of system. Changes that I could previously make myself with a check mark are now locked and have to go through a change process which has to be applied for, checked within the context of a four-eyes-principle and documented before it can be implemented. This strict process ensures the prescribed safety, but the price is less flexibility. Still, the advantages clearly outweigh the disadvantages for pfm medical.

Medizinproduktebreater, OTS imc AG

What would you recommend to companies facing the decision to have their system changed?

My advice: You have to take a careful look at the processes in advance and then have the courage to adapt them to the technology. Not the other way around. This way you can be sure that there will be no problems during audits.

 

Thank you so much for all your insights!

Further information

Curious to find out more about pfm medical's validatable LMS? Then check our reference page.

Or download the whitepaper about how to master validation with an LMS.

Not enough? Then watch the webinar recording with Hans-Heiko Müller related to the topic validation in a LMS (German only).

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I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

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Nadine Kreutz
Communication Manager
Partner training
Training your network
Why training your partners makes sense
"A learning curve leads to an earning curve"

Growing your business through partner training

It’s no secret that your internal team is your organisation’s greatest asset. However, you should bear in mind that it isn’t your only asset.

An organisation doesn’t operate in isolation. Its growth and success are also dependant on its network of partner relationships.

 

Your partners’ success is your success and in order for your partners to be successful, it’s your job to support them in every way you can. Training plays a pivotal role in this. If your organisation trains its network of partners, you empower the people outside of your organisation to contribute to your business goals.

 

It results in:

  • more trained resources
  • more efficient collaborative processes
  • more revenue

Plus, it turns your partners into advocates and your advocates into your most ardent sales representatives.

 

In short, it will grow your business.

A massive opportunity, especially now

In these unprecedented times, many organisations are cautious when it comes to future plans. However, many others use this moment to accelerate their organisation’s digital transition and see new business opportunities.

 

“With massive disruption comes massive opportunity. I've seen many organisations rethinking their business model, with digital learning becoming an enabler to help them extend reach, drive new channels or implement new business approaches”, says Russell Donders, imc’s Director of International Markets. “(Digital) partner training is definitely one of these opportunities to grow businesses in challenging times.”

Partner training in an extended enterprise

The approach of empowering partners through training, is often referred to as Partner Training or Extended Enterprise Training.

But what is an extended enterprise?

An extended enterprise acknowledges that its growth and success is (partly) dependant on its network of partners. Therefore, it invests in its partner relationships and strives for optimal communication and collaboration with these partners, ultimately, to achieve shared business goals.

 

Aligning and training are essential in leveraging the collaborative relationship of all the partners involved in this extended enterprise.

 

And that is not just sales partners. Customers, members or even the general public can also be valuable partners who can contribute to your business goals. Keep that in mind when we are talking about partners; among all those external audiences connected to your organisation, there might be more potential partners than you think.

Competitive advantage

As most organisations fail to effectively empower external audiences, partner training (or extended enterprise training) will create a strong competitive advantage in your target market.

 

Ultimately, unlocking all that extra market potential will result in increased earning potential.

Or as our imc board member, Wolfram Jost, puts it: “a learning curve leads to an earning curve.”

Wolfram Jost

Wolfram Jost, imc board member

What about not-for-profit organisations?

The concept of an extended enterprise sounds perfect for businesses, but what about not-for-profit organisations? Such entities often don’t see themselves as businesses or any form of commercial enterprise, for that matter.

 

Thankfully, the principles and ideas of extended enterprises for commercial entities also work well for non-profit organisations.

 

Remember that the word ‘partner’ can refer to all kinds of external audiences. If you run a not-for-profit organisation, the extended enterprise concept and the idea of training the partner network can also apply to e.g. your members or volunteers. Educating those external audiences will help your not-for-profit organisation achieve its goals, even if these goals are not primarily commercial.

How to get started with partner training

The concept of partner training sounds good in theory. But, how does it work in practice?

You may be worried about the logistics, the complexity or data security, data privacy, and compliance. All these thoughts conjure up many red flags in your mind and cause alarm bells to ring.

 

In other words, the mere thought of partner training is causing you to break out in a sweat.

 

But what if setting up a training environment that caters to all your needs isn’t as complicated or scary as it sounds?

 

The most important takeaway is: do not try to reinvent the wheel.

This is how you make partner training an integral part of your business strategy

Whitepaper Skyrocket Partner Revenue Through Training

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Contact

As imc has over 20 years of experience working with 1,200+ organisations globally, we can confidently say we have seen and solved many business challenges just like the ones you are facing today.

 

That’s why we would love to learn more about your situation and to give you some tailored, expert advice to solve the obstacles that you are facing.

 

Feel free to connect with Ailbhe for a free consultation call.

Ailbhe O'Dwyer
Business Development Manager
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Job Slot
Unique people.
Random questions.

Daily work:
Treasure hunter

Ivana Lee is Managing Director Asia, located in Singapore – sounds like a great title, but what does she actually do all day? We learned: Most times she’s in meetings and in contact with people all over the world and hunting the knowledge "gold nuggets".

Lee_Ivana
IVANA LEE

Job | Managing Director Asia
Works in | Singapore
At imc since | 2018
Superpower | resilient and never giving up
Favourite food | Chocolate chip ice cream

JOB & DAILY BUSINESS
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Hi Ivana, thanks for your time! So first of all, please tell me what your title “Managing Director Asia” means?

It is a very broad role. Essentially, I am responsible for the performance of the business and colleagues in the Asia business unit. I’m involved across many functions like Marketing, Sales, Consulting and Customer Support. At the same time, I’m dealing with our headquarter in Germany and our partners, so this requires a constant shift of focus.

 

I enjoy this varied work and collaboration with people. It’s a lot of pressure and I have to understand what is happening across different Asian markets, how the team can react, and which areas need to be improved. There is never too little to do in a day, but I always remind myself that there is another day!

Please complete: On a typical working day I do...

...only need 15 seconds to move from my living to working space, since the pandemic. I wake up at around 7 am and then I really need a good breakfast and morning tea! Then, I check my messages and emails and start making a list of to-dos for the day.

 

I always ask myself: By the end of the day, which are the three most important things I’d like to get done? I also learned, that I cannot have to many things on my task list, because it gets overwhelming, especially on days where I have a lot of meetings. So, I choose only the three most important things and make sure I can cross them out.

Normally I often have 1:1 meetings in the morning with my team or customer/partner meetings. I’m a morning person, so I like to have all the important meetings till lunchtime.

 

After lunch, I go back to my computer and probably have more meetings, check my e-mails again, do some problem-solving. That’s more or less my Asia-work day and when Germany wakes up, we will get the right response. We always try to make sure we can respond very fast when customers have a question or issue. This is what makes working as part of a global team fun but also efficiently organising my time.

So on average, it’s not surprising if I have about seven up to eleven meetings a day.

LEARNINGS & HIGHLIGHTS
What is the most important thing you learned since you joined imc?

There are so many things, it’s hard to have just one. Being honest has always been close to my heart, but even so at imc as we are working with customers, partners and colleagues.

We build long-term relationships because the work we do are not just transactional projects, but the relationship can last beyond the initial set-up and implementation. Therefore, an honest conversation is essential. And it’s also very important to set and communicate clear expectations.

Your personal highlight so far?

There are so many, hard to pick one! I think the highlight for me is learning about imc’s key value proposition and being able to articulate it well to customers, partners and my local team.

I always compare imc to a treasure trove or a gold mine. Sometimes, the information is not so easy to find. But then you start digging and dig and dig and you find even more and understand things even better. And then you have to bring the “gold nuggets” or the treasure of the Learning Management System to the surface level and present them in the right way. If you do so, you can really be part of the growth story.

This is something I also appreciate a lot here: From the very beginning, I was really involved in some of our biggest projects in the region and it’s great that we can dive deep.

CAREER & CULTURAL DIFFERENCES
What did you do before you joined imc?

I began my career in professional services and learning in Vancouver, Canada where I grew up. The business offered vendor-neutral technology certifications specialising in cloud computing, big data, service-oriented architecture etc.

I moved to Singapore in 2014 and here I worked for a global company that specialised in the area of leadership development, service excellence and sales effectiveness.

 

Coming to imc felt like I was going full circle to support organisations and individuals from a technology and digital perspective. My passion has always been on learning new things, so that fits well.

What is the strangest thing you have ever experienced or learned in your job?

Germans drink a lot of beer (laughing). No, what is really different at imc is that the hierarchy is very flat, you can reach to everyone without feeling strange.

In other companies you would never get an answer from an CEO or something like that. I think that is very cool, but I had to get used to it at the beginning.

ABOUT ME
Do you have a professional or personal role model?

I think you can learn something from everyone, and it depends on what you take out of this situation. Also, I believe that depending on the stage of your life or career, one can resonate with different people.

I also think that while one can take advice from many people, it’s important to be clear about your own values, purpose, and internal compass to guide you through the good and bad times.

What’s the best way for you to relax after a stressful working day?

I like to take a walk and do some exercises, that helps me to clear my mind. But sometimes I also enjoy doing nothing, just sit on the couch and watch Netflix.

And, I like to organise things, a bit geeky, but like re-organising apps on my phone, that is quite relaxing for me!

What was the last book you read?

I love reading, but I rarely finish one of them… I’m the kind of person who starts a book, then skips some part, read in between and then go to the very end.

In terms of genre, I like non-fictional – performance improvement and how-to books.

The last book I read and am close to finish is one in the field of performance improvement books, it was called Sales EQ, it’s about the relation between sales-specific emotional intelligence and how to close complex deals. I also currently reading a negotiation book called Never Split the Difference by Christopher Voss.

Thank you very much for your time Ivana, and keep on digging for knowledge-treasures!

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Contact

I have been working in the imc Marketing & Communication team since March 2019.

 

I am passionate about communication, creative content and social media. I live by the motto: “KISS – Keep it short and simple!”

Explaining complex content in simple terms and making e-learning accessible to everyone are challenges that make every day exciting.

 

In my time off, I like to read, play poker and travel a lot. 

I am always happy to receive feedback or suggestions: [email protected].

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Nadine Kreutz
Communication Manager