The case examines Hilti’s implementation of a companywide learning management system (LMS) and its efforts to increase use of e-learning for corporate training. In 2007, the company sought to consolidate the online training activities that existed in several of its decentralized regional business units to create a single global platform and technical standard for e-learning. The case explores the ‘business case’ for e-learning at Hilti and describes the process used for selecting an LMS technology provider. It also examines the financial and administrative resources required to support technology-based learning (TBL) and the challenges Hilti encountered in building acceptance and use of new learning technology. Three years after the launch of the LMS, however, uptake and use of the new system remained extremely low. The case explores efforts made by company learning leaders to successfully build engagement and use through a coordinated program of stakeholder management. Looking forward, the case considers the potential for ‘next generation’ technology-based learning tools (e.g., mobile, social networking, etc.) at Hilti and lessons learned from the LMS implementation.
Examine the role of technology-based learning in the delivery of corporate training. Explore issues involved in selecting and implementing a learning management system (LMS) and integrating new technology with existing technology and processes. Understand the importance of stakeholder engagement and change management to support new technology solutions. Examine the challenges of deploying global standards in a highly decentralized organization.
Hilti, Materials, Construction Materials, Manufacturing
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