Workplace Learning

CHALLENGE A major enterprise-system transformation required approximately 1,750 employees to adopt new technology, processes, and ways of working. The risk was treating the initiative simply as software training when different audiences needed different preparation, and managers needed to actively support adoption. APPROACH I designed a phased learning and change-readiness strategy beginning with senior-leader alignment and cascading through managers and frontline employees. The solution combined role-specific learning, digital content, live instruction, manager enablement, performance support, communication, and change-readiness activities. The implementation included 47 digital courses, and I coached 12 consultants supporting delivery and instructional quality. Learning was aligned to when employees actually needed new knowledge and skills rather than delivered as one large training event disconnected from implementation. IMPACT The initiative evolved from a technology-training problem into a broader capability and adoption strategy. Employees received preparation aligned to their roles, while managers were better positioned to support implementation within their teams. WHAT THIS DEMONSTRATES Workplace learning is most effective when it is embedded in the change people are being asked to make. Training is one component of adoption—not the entire strategy.