Cheif Learning Officer Solutions for Enterprise Productivity

The 2008 Learning In Practice Awards

One important feature of the Institute is that it informs employees when corporate partners are hosting learning events, puts partner content on the Thomson Reuters learning portal and even links to some of those organizations’ learning portals.

The productivity benefits of making tools, content and communities more accessible to the newly merged organization are significant. For instance, by increasing its Books24x7 offerings threefold, the company has saved more than 726 hours spent in training per month. MacGovern said this translated into an ROI of about $1 million per year.

For his efforts with the Institute of Technology, MacGovern earned a Gold award in this year’s Chief Learning Officer Magazine Learning In Practice Awards.

“It’s just fantastic to get that level of recognition from that sort of peer group. It really means a lot to me. I was very surprised and honored,” he said.

– Brian Summerfield


Joe Lepore
Senior Manager of Global Technical Training, Applied Biosystems

Although the traditional training formats that had been employed at Applied Biosystems (AB) during the past decade worked well for the business, customer expectations changed as the company expanded into new areas, particularly in emerging markets that had strict government regulations. AB’s customers started to demand service training certification and qualifications, as well as fundamental operator training upon installation.

These and other changing circumstances placed tremendous stress on AB’s service organization. The field service organization began transforming its teams to accommodate market trends by placing specialized service teams and working with other departments to support their initiatives. Meanwhile, the training organization continued to deliver traditional training on how to install and repair products.

With the support of a cross-functional team, the training organization developed a blueprint for addressing these challenges. It conducted SWOT (strengths, weaknesses, opportunities and threats) analysis of the field organization with the support of senior management. The outcome of this process defined a Field Service Engineer certification program based on four fundamental pillars: knowledge, ability, sustainability and accountability.


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