Constructing A Profitable Studying Platform Enterprise Case
How to avoid the common learning platform buying pitfalls
In every solid business model, at least the purpose and objectives of the proposal are set out, justified, the costs and the expected return on investment (ROI) determined, the options and recommendations considered enumerated, risks and benefits highlighted and the argument with facts and figures . However, a convincing and successful business case for learning platforms is not a document, or at least not just a document. A compelling business case is a vision paired with evidence that provides strong indicators of success.
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Don’t just create your business case for a learning platform. Prove it!
Build a successful business case for learning platforms and improve your buying and implementation process.
Typical process for buying and implementing a learning solution
This is a typical process for buying and implementing a learning platform …
Someone in the organization got the idea that you need an LMS, LXP, or digital learning platform – or that you need a new one. They start bringing the idea into contact with colleagues and receive a buy-in from their manager to put together a business case that can be submitted for approval. Once approval is secured, they initiate a search and RFP (Request for Proposal) process to find potential learning platforms that meet their needs. Vendors respond to the RFP, showcase demos of their products, and set up a limited test or evaluation sandbox so the team can immerse themselves in the product for hands-on experience.
Typically by this point, the team has narrowed the list of possible vendor products to evaluate to a value between one and three. After spending time with each of these products, compare notes, choose a winner, make a purchase, and move on to implementation.
Surface issues during implementation
While the RFP and evaluation process obviously weeds out bad investments that you don’t want to make, there is no way you can go deep enough or focus your focus enough to see some of the critical things you need to experience BEFORE making the purchase. Despite all the efforts made during the RFP and evaluation process, it often happens that some fairly large risks, issues, and issues arise during implementation. As in after you …
- Signed the contract.
- Purchase made.
- Promised results.
- Get things moving in your organization for the rollout.
And you stand there … professionally exposed and vulnerable. All eyes are on you!
“OK. You have convinced us that this will be the best thing since sliced bread. Let’s see.”
There are roadblocks in abundance!
And then the bumps and the screeching start and things slow down and maybe even stall just as you try to take off and fly. What you thought was a smooth 90 day rollout that starts small and keeps getting bigger is a 9 month nightmare for you and your team.
You don’t look good, your team doesn’t look good, and no one is getting the results they were hoping for. At this point, you probably tend to blame the seller …
“You sold us the wrong solution … or the product. They claimed it could be X, Y, and Z, but it really can’t. “
Or maybe even your assessment team … “You should have done more thorough work during the assessment.”
And you know what? Often – all too often – this is true. It’s the seller. It’s the product. Your assessment could have been more thorough. But just as often, problems crop up in your own organization – those that you didn’t even know were going to be a problem.
For example:
- You haven’t identified or assigned the right people for critical roles like technical administration. First tier support for end users in your organization; Content management and creation; or reporting.
- They didn’t realize how long it could take for some of the work to get up and prepare the system for rollout.
- No one has ever tested that this content library that you wanted to build the foundation of your curriculum on was successfully loaded into the platform and worked within the platform, providing the kind of reports that you assumed were there.
In the end, it’s not about the product or the vendor, but about your willingness as a team – as an organization – to run new processes and do tasks that you’ve never done before. Post-purchase – during implementation and rollout – is not an ideal time to discover these types of issues.
Are you looking for tips for a successful learning platform?
Download the eBook. Don’t just create your business case for a learning platform. Prove it! to learn how to take a new and improved approach to buying and implementing. This insightful guide shows you how to secure internal buy-in with a proof of concept.
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