Chief Learning Officer - September 2007 - (Page 57)

business intelligence as such. In addition to training outsourcing providers, the list also contained companies that provide primarily content, technology, development or learning delivery. This year, BIB participants named 110 vendors, nearly 24 percent fewer than the 144 listed last year, suggesting that there might be more of a consensus regarding which providers constitute a learning outsourcing provider. But it is apparent from the number and names of providers given that there is still some confusion about the term “training outsourcing provider.” Leading the list of companies were SkillSoft and DDI, replacing Accenture and IBM, which ranked first and second last year. Other companies on top of the list were AchieveGlobal, FranklinCovey and New Horizons in the a three-way tie for the next position. Figure 1: Decision Makers for Learning Outsourcing 50 % 40 % 30 % 20 % 10 % 0% 2006 2007 CLO or HR Head of head of executive business learning unit O t h er CEO C FO N ot sure Learning Outsourcing Decision Makers: Shift from CLO to HR Executives From this crowded list of players in the learning outsourcing space, it is mainly the CLO or head of learning who makes the key decision for all learning outsourcing agreements (see Figure 1). There is, however, a shift away from the CLO or head of learning toward HR executives (and to a lesser extent, toward the CEO) for decisions involving the outsourcing of the learning function. A reason for this shift might be that more HR executives are making the decision to outsource learning in companies where there is no CLO or head of learning. Alternatively, it might be that the CLO and head of learning perform functions outside the traditional learning arena and are viewed as HR executives. Figure 2: Primary Reasons for Outsourcing Learning Other To increase competitiveness To move training expenses from a fixed-cost 6% into a variable cost To reduce cost 9% 4% 5% To deliver more training than 29% internal resources could provide 23% 14% To increase speed to market 57 September 2007 To better align 9% the learning function with the company’s business strategy To gain access to better techniques and/or training expertise I www.clomedia.com I Chief Learning Officer http://www.clomedia.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - September 2007

Editor's Letter Contents Letters to the Editor Strategies Selling up, Selling Down Take Five Imperatives Guest Editorial Learning Solutions Embarking on a Learning Journey Clo Profile Environment CIGNA Service Operations: Making Strategic Change Happen, and Making It Stick Tactics Black & Decker: On-Demand Learning Creation and Consumption Productivity The Army You Have Human Capital Holiday Inn Express: Delivering Critical Training Globally Case Study: Tegan Jones Business Intelligence Case Study: Lisa Rummler Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - September 2007

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