Product Type: Market Research Report
Published by: Business Insights
Published: March 2002
Product Code: R162-231Description There has always been a promising new technology that would reinvent the way we learn; video, interactive videodisc, personal computers, CBT, networks. Although promising and successful in small ways, they have not had the disruptive effect of the Internet, which has opened new doors and helped redefine our vision of the learning enterprise. This report will examine the impact of the Internet and web technologies on self-paced, instructor led, interactive and distance learning. We will look at the changes in educational markets and way that corporations are taking advantage of these new technologies to develop, maintain and enhance the competencies of knowledge workers.
Table of Contents Chapter 1 Preface
How to read the report
Chapter 2 Executive Summary
Global Organizational Design
Leadership
Human Capital
Business as Schools
The Changing Role of the Chief Technologist
Chapter 3 Business as Schools
Introduction
Businesses as Schools
Organizing for learning
The influence of opportunity-based design
What is your capacity for learning?
Workforce planning
Who owns the learning customer?
Corporate universities
Pro and cons of the profit making learning enterprise
Dean of the university
The impact of technology on development
Distance learning converges with collaboration
Market changes
Who’s investing in the education market?
Chapter 4 Interview Excerpts
A Perspective on Talent and Markets
Joe Haberman, Managing Partner, eLearning Practice, Heidrick & Struggles
Infrastructure and Human Capital Software - A Key Vendor Perspective
Alan Todd, President & CEO, KnowledgePlanet
An Academic Perspective
Richard Larson, Professor - Massachusetts Institute of Technology, Director - MIT’s Center for Advanced Education Services
Designing Custom Solutions - A Key Vendor Perspective
Len D’Innocenzo, CEO, CRKInteractive
Distance Learning and Collaboration Software - A Key Vendor Perspective
Leon Navickas, CEO, Centra
Chapter 5 Commentary - The Corporate University
Introduction
Technology
Reduced barriers
Research
What is needed?
Define what is important to the business
Create feedback loops to evolve learning content
Tight integration
Structure
List of Figures
Figure 2.1: Portfolio of opportunity model
Figure 2.2: CEO succession
Figure 3.3: Portfolio of opportunity model
Figure 3.4: Multiple feedback loops are critical to success
Figure 3.5: The education, or learning market
Figure 3.6: Representative vendors in three key markets
Figure 5.7: Internal learning focus for the business as a school
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