Chief Learning Officer - December 2008 - (Page 55)

INNOVATION AWARD • GOLD • DIVISION 2 Andrew MacGovern Head of Learning – Technology, Thomson Reuters In April, the Institute of Technology was launched as a learning, information and performance support center for technologists at ﬁnancial intelligence and media ﬁrm Thomson Reuters. Speciﬁcally, the Institute was designed to skill up this employee population on Web 2.0 and 3.0 concepts; Microsoft, Sun and other supplier-speciﬁc technologies; and process-based disciplines such as IT Infrastructure Library (ITIL), Six Sigma and project management. The Institute of Technology was a critical project for Thomson Reuters, which has a globally distributed group of technology workers that previously didn’t have the capacity to effectively collaborate with each other or ﬁnd experts. “We’re a very diverse and geographically spread organization,” said Andrew MacGovern, head of learning – technology at Thomson Reuters. “Because we’ve got so many development sites around the world, people were ﬁnding it hard to access the content that was relevant to them and navigate their way around the various tools that were available. “The Institute was really driven by a number of different requirements that were coming in from large numbers of technologists we support in different locations, as well as the managers of those technologists. The Institute was designed to develop and build knowledge in different areas, but also to consolidate a number of those resources in a single location.” The Institute of Technology was developed and delivered over an eight-month period. Interestingly, it started out as a Reuters project, but was continued when Thomson acquired the company. Throughout this stretch of time, technologists from key centers around the world were involved in its development from concept through implementation. In just a few months, visits to the Institute’s site have more than doubled on a month-to-month basis, with thousands of hits since its launch. One important feature of the Institute is that it informs employees when corporate partners are hosting learning events, puts partner content on the Thom- son 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 55

Table of Contents Feed for the Digital Edition of Chief Learning Officer - December 2008

Chief Learning Officer - December 2008 Editor’s Letter Contents Connections Business Impact Best Practices Effectiveness Guest Editorial The Future of Learning CLO Profile Learning Opportunities Embedded in Social Networking ManTech Leverages Knowledge Management Approaches for Social Networking Agility Training for the Learning Organization Creating an Agile Organization With Learning 2.0 2008 Learning In Practice Awards Corporate Social Responsibility: How Can Learning Contribute? Union Fenosa Corporate University: How CSR Education Impacted the Bottom Line Training in the 21st Century: Everything Old Is New Again Zions Bancorp.: Connecting the Dots Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

Chief Learning Officer - December 2008

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