In today’s business environment the ability to quickly respond to market and customer needs is what separates successful organizations from their competitors. With employees and your distribution channel geographically dispersed and constantly on the go, how can you ensure that your customer-facing personnel are empowered with the most recent product information and best practices to service your customers? Join this webinar to learn how leveraging mobile and social learning technologies to push information to your entire value chain can pay dividends. This session will highlight cases across a range of industries.

1. Using Mobile and Social Technologies to Empower a
Business Agility Revolution
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2. Using Mobile and Social Technologies to Empower a
Business Agility Revolution
Speaker: Bill Docherty
Vice President of Product Management
SumTotal Systems
Moderator: Daniel Margolis
Managing Editor
Talent Management magazine
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6. Using Mobile and Social Technologies to Empower a
Business Agility Revolution
Daniel Margolis
Managing Editor
Talent Management magazine
#TMwebinar

7. Using Mobile and Social Technologies to Empower a
Business Agility Revolution
Bill Docherty
Vice President of Product Management
SumTotal Systems
#TMwebinar

8. Mobile and Social
Technologies to
Empower a Business
Agility Revolution
Bill Docherty
Vice President, Product Management
May 17, 2012

9. Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 8 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

10. Mobile Learning – Value Question
■ Many organizations believe there is value in a mobile solution
■ Challenge is to quantify the business benefit to the organization
Page 9 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

11. Who is saying what about mobile….
Bersin – Predictions for 2012
Page 10 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

12. Social Learning – What’s The Value?
I am sitting here – how do I
■ Social learning & collaboration is not collaborate with and learn from…
just about individuals communicating
■ Opportunity is to leverage those
interactions for the benefit of the rest of
the organization
■ Further extract value of talent
management investment – transition
from “task tool” to “information
destination”
A colleague way over here in a
meaningful way that is captured and
benefits the rest of the organization?
Page 11 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

13. Formal Training Vs Social Learning
Formal Training Social Learning
• Developed by • Developed by anyone
professionals • Segments lasting
• Modules lasting hours minutes
• Delivered by experts • Delivered by anyone
• Pushed and scheduled • Pulled and real-time
• Rigid and controlled • Dynamic and ad hoc
Not a Replacement – It’s Additive
Page 12 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

14. Social Learning & Collaboration
Globally-distributed food services Medical Association
company
■ Business Problem  Business Problem
■ Globally distributed workforce  The value of their offering is
without a central system for the limited by “canned” content
sharing of best practices provided by the association.
■ Example Constant requests by customers
■ Creating pizza in China – one to allow users to share
manager found a way to reduce content/expertise
the use of mozzarella and cut cost  Example
of pizza production by 10%  Offering “informal” learning and
■ Had no easy way to share this with information can improve the
peers stickiness of their site
■ Desired Solution  Will become an information
■ A central set of communities of destination and not just for
practice to share best practices learning
■ Available worldwide and around  Desired Solution
the clock  Communities of practice
 Document/content sharing
Page 13 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

15. Industry Compliance Challenges
Industry
Healthcare Financial Services Manufacturing & High Tech
• Nurses and doctors with limited • Highly mobile workforce of • Line workers and field sales with
access to computer Brokers and Agents where revenue limited access to computer
• High volume of HIPPA, JCAHO generation is paramount • High volume of OSHA and
and OSHA compliance training • High volume of SEC, FINRA and ISO training
• Growing use of tablet devices CFTC compliance training • On-the-job training and
• On-the-job training and • Rapidly changing product and evaluations
evaluations market info • Pressure from channel to deliver
information to mobile devices
Life Sciences Retail Energy & Transportation
• Sales team with need to show • Retail store workers with limited • Mining, drill rig workers and
multimedia content to access to computer airline personnel with limited
physicians while onsite • Store Operations struggling with access to computer
• Rapidly changing product and delivering training in low bandwidth • High volume of safety and
market info environments compliance training from OSHA
• High volume of compliance • On-the-job training and and FAA
training required by the FDA evaluations • On-the-job training and
evaluations
Page 14 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

16. Polling Slide – What is the biggest barrier to
implementing a mobile learning solution
within your organization today?
■ Insufficient budget to implement solution
■ Concerns about security of content
■ No perceived need
■ Insufficient technology infrastructure to support mobile
■ Inability to make strong business case
Page 15 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

17. Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 16 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

18. Manufacturing - Learning Challenges
■ Several of the top challenges in
training manufacturing
personnel can be addressed
via mobile learning
Issue Global Metrics
Lack of formal Less than half of manufacturing
education & personnel have any post-high school
technology education and have limited
experience technology skills
Ability to distribute Less than 40% of manufacturing
important safety
and process
organizations can distribute and track
access to critical information updates ■ Inability to rapidly deliver and
information updates in less than 24 hours track compliance, safety and
Limited access to Limited computers accessible from
technology manufacturing floor creates a
process information updates can
“training” bottleneck have disastrous effects
Page 17 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

19. Typical Compliance Challenges
 Compliance process information Currently no ability to deliver
changes so rapidly that document- such material efficiently to mobile
based content is most efficient form users and track access for
compliance measurement
 Users not able to complete Requires users to make
compliance training on schedule to decisions between critical job
other work demands functions or required compliance
training
 Some of the user population rarely or Training is delivered inefficiently,
never has access to a computer – all is outdated and measuring
training conducted manually compliance is difficult at best
 Significant volume of compliance Manual paper-based compliance
training is experiential and OJT – all process. Inefficient and rampant
such records captured on paper with processing errors
Page 18 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

20. Manufacturing – Mobile Learning Value
■ Ability to push safety, compliance
and process updates to large Process
Changes
populations quickly and track Expand Reach
access Safety
Procedure
Beyond
Limited
Updates Computer
Assets
■ Expand the pool of users that can
Mobile
be trained – bypass limited Learning
Increase
computer assets Enhance
Mobility
Compliance
Rates
■ Provide technical and skills training
to personnel at a time that is Investment in
Individual
Rapid
Knowledge
Development Assessments
convenient to their schedule –
investment in self-paced individual
development
Page 19 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

21. Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 20 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

22. Healthcare - Learning Challenges
■ Several of the top ten
challenges facing healthcare
workers can be positively
impacted by leveraging mobile
learning
Issue Survey Metrics
Lack of Less than 50% of survey respondents
advancement indicated their organization offered
opportunities employee development programs
Lack of mentoring Only 37% felt that their organization
offered opportunities to mentor others
Limited access to Only half of employees felt that their ■ Challenges are even more acute
technology organization provided enough
technology-based training in developing countries where
Lack of training Just over 50% felt that they had infrastructure for online learning
access to job focused training and
only 40% had access to cross training is limited
opportunities
Career Builder's Turnoverx: How to Cure the Retention Problems
Ailing Your Health Care Organization - 2010
Page 21 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

23. Healthcare – Mobile Learning Value
■ Access to current best practices,
regulations and policies is key Best
Practices
Documents
Regulatory
■ Optimizing compliance rates Policies &
Procedures
Courses &
Docs
■ Ability to quickly and easily assess Mobile
the knowledge of the user base Learning
Increase
Enhance
Compliance
and remediate to benefit patient Mobility
Rates
outcomes
Ease Rapid
■ Mobile learning initiatives can be Continuing
Education
Knowledge
Assessments
easily tied to continuing education
tracking to optimize that process
Page 22 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

24. Polling Slide – Is your organization
delivering and tracking access to document-
based content via the LMS today?
■ Yes
■ No, but we do have plans to do so in the future
■ No and we have no plans to do so
Page 23 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

25. Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 24 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

26. Retail - Learning Challenges
■ Many of the most significant
training challenges facing retail
organizations can be positively
impacted by leveraging mobile
learning
Issue Global Metrics
Limited training The average retail company spends
investment and less than $100/year on training for
opportunities each employee
Younger generation Average age of employees in retail
of employees with organization is lower than other
different learning industries and these users have
expectations grown up with mobile technology
Limited access to Limited computers accessible in retail
technology establishment and significant
bandwidth constraints
Obarski, A. (2006). Training Retail Employees. The Sideroad
Page 25 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

27. Retail – Mobile Learning Value
■ Increase “off-the-clock” learning
opportunities cost effectively – can Increase
Engagement
assist in reducing turnover
New Product Bandwidth
Information Optimization
■ Rapidly push out new product
information from multiple vendors
Mobile
and track access Individual Learning
Improve
Development
Brand
to Reduce
Awareness
Turnover
■ Engage younger generation
employees with mobile learning
Track Access
Customer
to Stream of
Service
Informal
Updates
Content
■ Leverage the bandwidth of mobile
carriers to deliver content –
alleviates need to use valuable and
limited bandwidth in the store
Page 26 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

28. Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 27 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

29. Sales Readiness – Key To Success
■ Most senior executives indicate that their biggest business
challenge is how to effectively manage change across their
organizations while keeping the revenue chart trending up
■ Sales readiness has evolved from a revenue-generating tool used
by individual salespeople to a management platform and
philosophy directing enterprise growth
■ Ensuring that your sales team is product knowledgeable and has
access to product information resources at the point/time of need
can be the single biggest influencer of sales success
Page 28 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

30. Sales Readiness – Sanity Check
■ Consistency: Can you ensure standards in sales messaging and
execution, and have a repeatable management operating rhythm?
■ Market Responsiveness: Can you accelerate the learning curve
for new revenue streams and rapidly ramp up new hires,
streamline acquisitions and educate partners in a manner suited
to the seller and the situation?
■ Individual Empowerment: Can your people take ownership of
developing, locating and customizing customer-facing sales
assets and engage with strategic selling resources in a brand-
driven, initiative-focused manner?
■ Rapid Mobilization: Is your sales team ready for collaboration and
execution anytime, anywhere?
Page 29 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

31. Typical Sales Readiness Challenges
 Product information rapidly changing Great deal of sales readiness
and developing formal eLearning not material provided in document-
practical in all cases based format and access to this
information is not tracked
 Field sales personnel not aware of or Sales using outdated information
do not have access to most up to date and not representing products
product information correctly or setting incorrect
expectations with customers
 Sales team is highly mobile and does Critical information access not
not have access to corporate always possible and not easy to
information stores for periods of time locate – lack of responsiveness
to customer
 Changes to product availability and Potential for significant lost
pricing not being provided to sales in revenue in incorrect expectation
a timely manner and access tracked setting and invalid pricing
Page 30 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

32. Typical Sales Scenario
■ Marie is a new salesperson for Acme Medical Device Company –
she has been with the company only about 6 months
■ Marie is getting ready to meet with an existing physician customer
to review the company’s new line of products
■ Marie had spent time briefing herself on the key new product facts
and messages the night before the meeting
■ After Marie provides his standard product overview the physician,
Dr. Jones, has some clarifying questions
Marie, what are I know that we
the key results of conducted an in-depth
the efficacy study study but I don’t
on this new blood recollect the results.
thinner product? Let me get back to
you on that
Page 31 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

33. OK, thanks. When is
that product going to Our current target release
be released? I need date is end of December. Let
availability by end of me confirm that date however
November or will
have to find an NOTE: In fact the latest
alternative solution product briefing indicated the
release date had been moved
up to October
Do you know if the
new product will be
compatible with your I can find that out. Just give
red blood cell testing me a few minutes to get my
device? laptop booted up and check
out the product compatibility
matrix
You will need to get
back to me on that
question. I need to
run to another
appointment
■ All this amounts to a near certain lost sales opportunity, due to
■ Inability to respond to product questions in a timely manner
■ Incorrect product information or availability being conveyed
Page 32 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

34. SumTotal Mobile – Different Outcome
■ Just prior to the meeting, Marie could have
accessed latest product information and
formal training on her smartphone
■ While in the meeting, Marie could have
accessed latest product info very quickly
on her smartphone to answer customer
questions
■ The product, training or marketing teams
could easily access reports to determine
which sales representatives have been
accessing which content
Page 33 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

35. Polling Slide – What do you anticipate
would be the greatest value in implementing
mobile learning?
■ Increase in training completion/compliance rates
■ Ability to deliver information to users more efficiently
■ Users would be better educated on products and services
■ Increase in user productivity
Page 34 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

36. Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 35 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

37. Mobile & Social – Getting Started
■ Identify a particular business initiative that
will benefit from mobile & social learning –
get a quick win
■ Identify content that is most conducive to
mobile delivery
■ Determine how you will incent people to
contribute content to the social communities
Key Mobile Capabilities
Offline delivery of SCORM 1.2 content
Ability to deliver/track document-based content ■ Identify vendors that can
Multi-language support provide a turnkey solution with
Manager approvals for course registrations existing mobile & social learning
experience
Page 36 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

38. Polling Slide – Where do you gauge the
current demand for mobile learning
amongst users?
■ Users are actively seeking/asking about mobile learning
■ There is interest but not at a level to justify implementing a
solution
■ Very little demand for access to mobile learning
Page 37 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

39. Free Learning Resources
Visit us at http://www.sumtotalsystems.com
Whitepapers
■ Building a Business Case for Mobile Learning
■ HR Field Guide: 5 Tips to Effective Mobile Learning
■ Top Learning Trends for 20212
■ The 7 Cs of Social Learning: How Social Learning Technologies Can
Meet Today’s Business Challenges
■ 5 Ways to Improve Learning with Performance Management
Page 38 - May 17, 2012 – PROPRIETARY AND CONFIDENTIAL

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