In today's fast-paced business environment, it’s no secret that the spotlight is increasingly on the CLO to deliver the critical skills that drive organizational growth and agility. It’s also no secret that while investments in L&D have increased, CLOs also face mounting pressure to deliver results and business impact at an unprecedented speed and scale that warrants a lean operating model and cost efficiencies.
At NIIT, our approach to delivering L&D cost efficiencies and building a lean and adaptive learning ecosystem does not just focus on reducing spend. It involves long-term strategies that are aligned with the business to deliver value on both sides of the equation – increasing the effectiveness and efficiency of the learning function on the one hand while delivering business-aligned impact on the other. Our goal is to deliver business and functional cost excellence at speed and scale.
What CLOs are saying
What CLOs are saying
“We have a decentralized learning model where each brand is doing their own thing. This is highly inefficient and leads to massive redundancy, duplication and inability to leverage economies of scale.”
What CLOs are saying
“We’re top heavy and have a lot of resources in high-cost locations and yet we are behind in leveraging technology and providing an outstanding learning experience to our colleagues.”
What CLOs are saying
“We make our people go through significant amount of mandatory and compliance training that could be so much better.”
What CLOs are saying
“We spend hundreds of millions of dollars of training delivered by vendors and third-party providers. We believe there is an opportunity to save 20-30% of that enormous spend but because of our decentralized operating model and lack of governance we are in no position to achieve those efficiencies.”
What CLOs are saying
“We’re top heavy and have a lot of resources in high-cost locations and yet we are behind in leveraging technology and providing an outstanding learning experience to our colleagues.”
What business, talent and learning leaders are saying
What business, talent and learning leaders are saying
“We have a need for modernization of learning. To outpace competition and be hyper-relevant in serving customers, our colleagues need to acquire new skills at increased speed.”
What business, talent and learning leaders are saying
“We need to stop doing training that doesn’t add value and rededicate all our focus on reducing time to proficiency.“
What business, talent and learning leaders are saying
“And despite all the expense, our learning and development is far from world class, disconnected from the business and not creating the impact. In fact, if I shut down most of the training, no one will notice!“
What business, talent and learning leaders are saying
“There are significant benefits we can gain by moving to a new operating model for learning – significant cost optimization, rationalization of vendors and technology, and a more consistent and better learner experience across our employees in 50+ countries around the world.“
Our holistic approach to cost transformation involves a staged journey to transforming learning from a decentralized state to a federated model that focuses on cost effectiveness and business impact. The journey as illustrated takes place over multi-year timeline, dependent on focus and investment. The Learning Transformation focuses not only on optimizing costs and resources for the learning function to drive learning effectiveness but is also designed to position learning to better address organization-wide priorities and needs and enable business and talent outcomes.
In the initial phase, we create a detailed and transparent overview of your current learning & development landscape for strategy development. During this process, we also identify improvement and cost saving opportunities.
In the next phase, our team of expert consultants works with you to define the future learning vision, strategy and roadmap for implementation. They also create a detailed business case to inform future investments and savings across a cost-optimized enterprise.
In this critical phase, our team develops a detailed blueprint that outlines ways of working across the enterprise, followed by the implementation of agreed strategic choices and cost optimization opportunities.
In the last phase, we help you implement the chosen strategy while providing continuous advisory support and monitoring cost and business levers. This may include recommendations to outsource some or all learning processes.
Our approach to cost excellence is not unidimensional – it is the direct result of holistic approach to learning transformation that fixes the broken cost-value equation which is the main reason why L&D is perceived as an expense rather than an investment by the C-suite.
A learning function that aligns with and enables the organization, with joint learning planning, management, and oversight and function-specific and core/common learning.
While L&D leaders are finally getting a seat at the table, it is no secret that traditionally, L&D functions have not been in lockstep with the business because of outdated approaches to managing the L&D function. The overarching priority in our learning transformation approach is to align the learning function with business goals and objectives which includes:
A common learning ecosystem with learner-facing and administrative elements to inform activities and resources and the right use of enabling technologies and vendors.
A unified learning ecosystem is a common depiction of learning functions which include learner-facing and administrative functions. This approach helps identify gaps, needs redundancies, and inefficiencies across processes, roles, technologies and vendors:
Outcome-based planning, design, and measurement, positioning the learning function to better drive and demonstrate efficiency, effectiveness, value, and impact.
Ultimately, we believe that the success of the learning function is measured by its ability to deliver value to the business in terms of tangible and measurable outcomes on both sides of the value equation:
An optimized learning function with a rationalized curriculum, innovative practices, resource efficiencies, standards and guidelines, and the right use of formal and informal learning modalities.
In conjunction with the focus on measurable outcomes, one of the primary goals of our learning transformation initiatives is to create an optimized and efficient learning function that runs like a business on these key dimensions:
Enhancing the performance of learning professionals across learning-focused, leadership/professional, and industry/business capabilities to better realize the future of learning at the organization.
Finally, the success of the learning function depends on the capability and skills of learning professionals. Our focus is to help you build a team of learning professionals can elevate learning by:
Increased Cost Efficiencies and Learning Transformation