Leading System Integrator B “Business plan planning program”

Issues faced by the client

Client B owns several business locations in West Japan offering system integration solutions to a wide-range of industries including public, financial, manufacturing, and retail. In the rapidly-changing IT sector, client B faces inherent problems in such industry where competitive advantage soon fades unless new services are continuously being created. A new training course had been introduced to search for seeds of new businesses several years ago, but training became unnecessarily too long holding 7 sessions in 11 days because considerable time was needed because the course contents included logical thinking, materials making, and presentation in order to prepare for a proposal as well as trainings on corporate strategy, marketing, business model, and financial projection. Trainees were travelling from locations scattered all over West Japan and the impact of transportation and accommodation costs could not be ignored. Besides, there were opportunity costs of next generation of leaders attending no less than 7 times training at headquarters. So, how to shorten the training program while maintaining quality of the offerings was a problem.

Implemented web-learning program and its results

After consultation with Precena, knowledge based trainings, namely corporate strategy, marketing, business model, and financial projection where changed to PLS as pre-assignments to be learned in advance, which replaced 4 days of face-to-face training. During face-to-face training, business case studies were used to focus on checking understanding of the PLS contents. Also, training for logical thinking, material making, and presentation, all of which had been previously taught at once in one day, were replaced by PLS and trainees were able to take a longer period for learning and design their learning plan based on their progress.
Comparing this hybrid training combining PLS and gathered training with trainings offered in the past, time constraints of trainees were largely removed, which enabled trainees to focus on their learning by making use of time slots between their work while outputs of training have been maintained or sometimes improved. With regards to the cost incurred, this hybrid training saved us about 2 million JPY, and about 3.5 million JPY if transportation and accommodation costs were included.

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