E-Learning Strategies: How to Get Implementation and Delivery Right First Time

E-Learning Strategies: How to Get Implementation and Delivery Right First Time

E-Learning Strategies: How to Get Implementation and Delivery Right First Time

E-Learning Strategies: How to Get Implementation and Delivery Right First Time


As more than 900f spending on the Internet comes from brick and mortar companies it is these operations that will form the client base for e-learning. This book shows those companies how to get e-learning implementation right first time. Don Morisson explores and explains the whole implementation continuum - strategy, vendor selection, technology, implementation, culture change, content development and delivery. Most importantly he stresses that the success or failure of an e-learning initiative is directly related to the underlying strategic thinking. Written for a more mature, second generation e-learning market the book provides a practitioner's handbook to both guide the novice and inform the veteran. * Focuses on the reader's needs * Focuses on the strategic issues of e-learning * Informed by key business drivers * Supported and endorsed by PWC Readership: Senior managers including CEOs, CIOs, CLOs, HR Directors, middle management responsible for implementing and/or delivering e-learning, consultants


… people learn in order to achieve desired forms of participation in communities and activity, in order to affect positively their sense of their meaning in the world. People learn not just in order to do, but in order to becomewe stress the learners' sense that they are contributing to the life and success of an enterprise that matters to them and to others, and that they in turn matter to that enterprise. A worker engaged in mindless or meaningless activity learns a good deal—about meaninglessness. Learning in and for Participation in Work and Society

Show me the army with better trained soldiers and I will show you the victor of the battle. Sun Tzu

In just a few days, Massachusetts Institute of Technology (MIT) will publish the first tranche of material in its OpenCourseWare programme. The aim over the next 10 years is to make the university's materials for nearly all its courses freely available on the Internet. OpenCourseWare is a such a remarkable undertaking that the university has admitted to being surprised at its own audacity. MIT's programme is just one of many signs that the long-term success of e-learning is inevitable. The ability to deliver cost-effective, personalized, relevant, interactive learning whenever and wherever it is needed is simply too beneficial to teachers and learners alike not to succeed.

The challenges for e-learning lie in the short and medium term: in the short term because enterprise learning departments are being tasked with making e-learning work effectively using what are still embryonic tools; in the medium term because all e-learning practitioners are struggling to develop a clear and imaginative vision that will give direction to their current efforts and mollify those making substantial investments in e-learning's promises. This book is about meeting those challenges in a post dot-com reality and in the context of learning in the enterprise.

Everyone has learning needs; no one has e-learning needs. That tells us elearning is a solution not an end in itself. Implemented right, it can be a powerful way of meeting learning needs. It's turned out that implementing e-learning successfully is harder than we at first thought. There are technology hurdles to get over, and e-learning creates significant change across the enterprise—if it doesn't, there's no point. As everyone knows, change is almost always uncomfortable. For . . .

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