Almost eight years ago, analysts predicted that consolidation in the LMS industry would shrink the number of vendors from more than 100 to a small fraction of that number. The analysts were right. Today, most learning and development professionals would correctly guess that there are less than a dozen major LMS vendors. But even those vendors seem to be disappearing. And consolidation is not the cause.

By Paul Somerville, Chief Learning Officer magazine, July 2008

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When it comes to developing and delivering learning, Europe’s diversity can be a liability and an asset. But as learning modalities grow in sophistication and flexibility, it’s increasingly viewed as a competitive advantage.

By Bob Little, Chief Learning Officer magazine, June 2008

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Challenger Corporation runs the world’s largest electronic library for clinical training. Since 1991, more than 40,000 medical professionals have taken Challenger’s courses either via CDs or through an online learning portal. Memphis, Tenn.-based Challenger built its vast library, so physicians can prepare themselves to meet a slew of healthcare standards and certifications for practicing medicine. 

By Jeff Whitney, Learning Circuits, May 2008

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It isn’t often that parents root for their kids’ “Guitar Hero” skills or encourage them to devote more time to video games, let alone inspire them to focus on gaming as a career path.

Contrary to the unhealthy practices of video game-addicted couch potatoes, however, students who select the recently developed video-game programming concentration at the New Jersey Institute of Technology (NJIT) develop a background in computer science theory with the practice of applied programming, allowing them to become well-versed in multimedia, including graphic design, game design, level editing and 3-D modeling. They graduate with a greater advantage than their peers in an industry that is growing quickly, even in the face of a potential recession.

By Deanna Hartley, Certification Magazine, April 2008

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Is there anything to the buzz about learning games, or are we walking down the road to another unfulfilled promise?

By Ralph Vacca, Learning Circuits, March 2008

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Today’s CLOs have to deal with more organizational intricacy and change than ever before, and this situation isn’t getting simpler anytime soon. To manage this complexity, they need to come up with the right formula of methods and modalities.

By Ted Hoff, Chief Learning Officer magazine, April 2008

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Toyota Motor Europe implemented a centralized e-learning system to deliver customizable content to its sales and marketing companies located in 48 countries speaking 30 different languages. From France to Romania, it has saved the organization time—and a lot of euros.


By Sarah Fister Gale, Workforce Management Online,  March 2008

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The influx of Gen-Xers and Yers — digital natives, as they are called — into today’s work force is pushing the industry’s conservative management leaders to play more games.

By Algis Leveckis & Tony DiRomualdo, CLO Magazine, February 2008

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The influx of Gen-Xers and Yers — digital natives, as they are called — into today’s work force is pushing the industry’s conservative management leaders to play more games.

By Robin Robinson, PharmaVOICE, January 2008

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mLearning or mobile learning is the Buzz Word making round the corner for quite some time.  It sounds trendy, paints a voguish picture of a dynamic and agile workforce, which moves with grace of James Bond, pops up the latest Gizmos and well, learns too!! That’s called learning on the move!

By Dipta Maitra, Aptech Learning Solutions, December 2007

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As learning becomes more tightly woven into the fabric of the enterprise, weíre seeing increased emphasis on technology integration.  Many organizations are trying to maintain dozens of integration points ñ between multiple LMSs, content management systems, HR systems, and dozens of tools. 

By Mohana Radhakrishnan, Expertus, November 2007

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One of the most touted new tools in the learning professional’s cache is the wiki, which refers to “open source” software that allows users to create taxonomies of easily changeable Web pages. More commonly, it describes a collaborative virtual community, in which each participant is completely empowered to contribute content.

By Brian Summerfield, CLO Magazine, November 2007

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The origins of the learning management system (LMS) are unclear. Some accounts portray the development of the first LMS as a tool needed to quantify and report learning in support of a Malcolm Baldridge National Quality Award application. Another account involves a large government agency developing the first LMS to handle a large volume of learning development and delivery.

By Mark Bower, CLO Magazine, November 2007

Three years ago, the Utica National Insurance Group was challenged by its employee performance management and learning management environments. To be blunt, it had no truly effective performance management or learning management systems in place.In fact, it had little more than a home-grown

By Tom Starner, for GeoLearning, November 2007

The fast adoption of mobile phones and personal digital assistants (PDAs) has fueled the opportunity to deliver learning on devices that already are in people’s hands. Because of these tools’ ability to deliver learning “at hand,” many great applications for mobile learning have been launched successfully.

By Nick Van Dam, CLO Magazine, October 2007

Information security probably doesn’t cross the minds of learning leaders very often, if it ever does. Yet, given the increasing number of Web-based development offerings — not to mention a frequent lack of understanding of online threats on the part of employees — this should be a concern for the people in charge of the learning function.

By Brian Summerfield, CLO Magazine, October 2007

When TrainingOutsourcing.com and Expertus began the Training Challenges Survey Series a year ago, the goal was to explore the critical operational areas of training to find out what areas of corporate training are most painful, expensive, and difficult to manage. In other words, we wanted to know what are the biggest headaches in training.

Summary of Survey Results on 6 Key Topics - Research Conducted by Expertus/TrainingOutsourcing.com, July 2007

Employees at Homewood Suites by Hilton are taking charge of their own learning opportunities with video iPods.

The 5,000 to 6,000 employees at all 204 properties in the United States and Canada will be able to reinforce training content using the devices, which were introduced with the residential-style hotel chain’s mobile training program.

CLO Magazine, August 2007

In the most common model, some learning is developed and delivered at an enterprisewide corporate level (e.g., leadership development and new-hire training), and individual business units and departments develop other learning.

This decentralized model creates a unique challenge for the selection, deployment and management of an enterprisewide learning management system (LMS).

By Heidi Spirgi and Andrew Gebavi, CLO Magazine, August 2007

Imagine yourself on the bow of a ship. It’s nighttime. A thick fog fills the air. You can barely see your hand in front of your face. But you have no worries — you know exactly where you are, where you’re heading and what obstacles lie in front of you. That’s because the ship’s radar system and auto-navigation devices are looking 360 degrees around your vessel, warning you of unforeseen risks and giving you information to adapt accordingly and in plenty of time.

As a chief learning officer, wouldn’t you like to have something similar that indicates risks and opportunities for your business initiatives? Well, the possibility isn’t too far-fetched, if you consider the concepts of business intelligence and apply them to learning.

By Chris Moore, CLO Magazine, August 2007

Earlier this year, Expertus participated in the CLO Symposium, where we had discussions with 23 senior learning executives about a variety of training-related topics. Again and again, executives expressed a high level of frustration with learning management systems (LMSs).

By Mohana Radhakrishnan, Expertus

Pouring money into a theory is risky, especially when there is no documented evidence to support that theory.

An associate of mine who works for the Department of Defense was in search of evidence that proved simulations, games and related training technologies improved performance in live situations.

By Frank Boosman, CLO Magazine, July 2007

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An effective IT solutions salesperson is a valuable piece of manpower. Such an individual necessarily combines the qualities of a good salesperson — listening skills, the ability to sell yourself, persuasiveness, etc. — with the technical knowledge needed to explain complicated yet potentially advantageous applications in a way a customer can understand.

By Daniel Margolils, Certification Magazine, July 2007

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The final survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, focused on the challenges related to learning measurement. The survey was launched in April 2007; more than 300 survey responses were collected. Approximately 37% of respondents were from companies with more than 5,000 employees; 22% were from companies with 1,000 to 5,000 employees, and about 40% of respondents were from companies with fewer than 1,000 employees.

Survey Results from Expertus/TrainingOutsourcing.com Study, June 2007

Software as a Service (SaaS) is quickly catching on as the preferred way for organizations to acquire access to business applications because it eliminates all the headaches, hassles and risks associated with traditional "on-premises" software.  For example, the adoption rate for on-demand Learning Management Systems is skyrocketing.  Compared to traditional on-premises LMS software, the SaaS delivery model is appealing to HR and training professionals for several reasons, including its lower start-up costs, reduced total cost of ownership and rapid deployment.

By Will Hipwell, GeoLearning, May 2007

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While the stress on business efficiency is driving organizations to implement ERP, SCM, and CRM applications, deploying these applications and realizing their benefits is a complicated task fraught with a number of risks. Quite often, an enterprise-wide rollout is a global rollout.

By Vandana Pancham, Genpact, April 2007

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Four trends are shaping today's learning industry: a convergence around talent management, value demonstration and optimization, the need for speed, and the dramatic growth of training outsourcing.  Understanding these trends is the first step in making sure you're ready to take advantage of them as you develop, adjust and execute your organization's learning and development strategies.

By Will Hipwell, GeoLearning, Spring 2007

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The fifth survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, focused on training administration and operations challenges. The survey was launched in February 2007; 234 survey responses were received. Approximately 30% of respondents were from companies with more than 5,000 employees; 29% were from companies with 1,000 to 5,000 employees, and about 41% of respondents were from companies with fewer than 1,000 employees.

Survey Results from Expertus/TrainingOutsourcing.com Study, March 2007

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The task of ranking the top companies of employee-sponsored workforce training and development is no easy feat. This year, Training’s sixth annual report, adds 25 more companies to the list…Training Top 125.

Training Magazine March 2007

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Top learning analysts predict talent management will be the next “killer”  application. They also maintain learning management system (LMS) vendors are leading the way in providing talent management solutions that integrate the processes for performance management, staffing, competency management and learning management.

By Chris Moore, Talent Management magazine, February 2007

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The fourth survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, was focused on LMS implementation and maintenance. The survey was launched in December 2006 and 202 survey responses were collected. Approximately 50% of respondents were from companies with more than 5,000 employees; 20% were from mpanies with 1,000 to 5,000 employees, and about 30% of respondents were from companies with fewer than 1,000 employees.

Survey Results from Expertus/TrainingOutsourcing.com Study, January 2007

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With the war for talent in full swing, today’s CLOs find themselves thrust into a more strategic role, as company leaders look to them to help address a wide range of talent management issues. Learning no longer is just about “training,” but it is now seen as a strategic function that can transform a company into a high-performance organization.

By Peter McStravick, CLO Magazine, January 2007

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Most organizations reported healthy increases in their training budgets, with an average budget increase of 7 percent over last year. Today, companies are spending $1,273 per learner on training, including staff salaries. These higher budgets have driven the growth of overall training industry expenditures. U.S. organizations spent a total of $55.8 billion on training (including staff salaries) this year, with $15.8 billion earmarked for external learning products and services. These numbers are up from last year’s figures, which showed $51.1 billion in total industry spending and $13.5 billion in spending on products and services.

Training magazine, December 2006

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The third survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, focused on LMS consolidation – defined as the tendency of organizations using more than one learning management system to standardize on a single system.

Survey Results from Expertus/TrainingOutsourcing.com Study, November 2006

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Offshoring is not what it used to be.  From the 1970s, when manufacturing jobs were being relocated to low-labor-cost countries, through the early 19990s, when IT applications work first migrated to India, offshoring - literally - meant moving jobs elsewhere with all the dislocation and distress that it entailed.  The most recent findings of a multiyear survey conducted by Duke University's Fuqua School of Business and Booze Allen Hamilton (the Duke/Booze Allen Offshoring Research Network Survey) reveal profound shifts in the rationale and direction of what we've come to call Offshoring.

Duke University - Offshoring Research Network, October 2006

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More than 240 books on Amazon.com and 90 articles on the American Society of Training and Development (ASTD) website are devoted to the measurement and evaluation of training.   There are also more than 2,000 websites featuring consultants and tools to help the measurement process.  Yet, despite all these extensive resources, most training managers do not yet have a complete and actionable measurement program.

By Josh Bersin, Bersin & Associates, October 2006

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The second survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, focused on global training - defined as training provided to employees, customers, and partners outside of an organization's home country.

Survey Results from Expertus/TrainingOutsourcing.com Study, October 2006

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In industries where extensive knowledge is required to effectively sell and service a product, business success depends greatly on the sales and distribution channel. Sales personnel must be familiar with many different offerings. Service technicians for an automotive dealership must be familiar with complex assemblies, subassemblies and electronic systems, as well as the equipment and systems used to diagnose and service the vehicle. A software VAR must be able to troubleshoot a product that can be as complex as an automobile but composed of bits and bytes. Regardless of the industry, high-performing channel partners must have access to the knowledge they need to satisfy customers.

Written exclusively for Training Industry, Inc. by John Zonneveld, October 2006

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In 2005, Learning Circuits, in conjunction with E-Learning News, ran its first survey on learning management systems. We asked such questions as: Do you build or buy? What system do you use? What are the must-have features?

Learning Circuits asked the same questions this year, and found a few noteworthy changes from the 2005 survey.

ASTD Learning Circuits, September 2006

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Do you remember your first WebEx meeting when a remote control advanced slides from a monitor screen to a movie screen? I remember my first meeting, and it was there that I started wondering how this technology could benefit workplace training and development.

This article will examine key definitions, the differences between asynchronous and synchronous learning, potential uses for web conferencing, and the web conferencing marketplace.

By Darin Hartley, ASTD Learning Circuits, Peter McStravick, September 2006

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The first survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, focused on channel partner training - the training conducted by companies to assist third-party partners in selling their products or services.

Survey Results from Expertus/TrainingOutsourcing.com Study, August 2006

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On July 27, global learning services provider NIIT, headquartered in New Delhi, India announced that it had acquired Rochester, N.Y. based Element K. Combined the companies will have more than 3,000 employees throughout the world with revenues in excess of US $250 million. Instead of terming this an acquisition, I like to view it more as the perfect marriage of two complementary organizations. The union of the two companies has the ability to become one of the most powerful companies in the corporate and educational marketplace.

Written exclusively for TrainingOutsourcing.com, By Doug Harward, July 2006

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CHANNEL PARTNERS of software maker Autodesk Inc. are enhancing their selling skills, technical competence, and product knowledge with a nifty new web-based performance support tool that guides them through every aspect of the customer sales process. Assisting Autodesk in the learning endeavor is training outsourcing supplier Intrepid Learning Solutions.

By Paul Harris, T+D Magazine, June 2006

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The recent acquisition by Affiliated Computer Services, Inc. (NYSE: ACS) of Ernst and Young's Intellinex Learning Services business will create a welcomed new powerhouse in the marketplace for human capital and training outsourcing services. Indeed, it has already created a buzz in the training outsourcing industry that we haven't heard in quite some time.

Written exclusively for TrainingOutsourcing.com, By Doug Harward, June 2006

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Alignment: It’s the term that describes the continuous process of mobilizing enterprise resources to execute company objectives. For several years, organizations have grappled with how to align their most critical enterprise resource—the workforce. Thus far, most organizations have charged the human resources department with building an alignment strategy. Although HR is an important stakeholder, the development and execution of optimal workforce alignment will never occur without equal participation of the corporate strategy and learning organizations.

By James Harvey, CLO Magazine, May 2006

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You probably wish you didn’t have to spend any of your training budget on marketing. Wouldn’t you rather focus your resources on developing top-quality learning? The reality is that if you don’t have marketing, you don’t get heard at all.

Written exclusively for TrainingOutsourcing.com
By Gordon L. Johnson, April 2006

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The size of the e-learning market in Western Europe was said to be $358m in 2003 (or some £200m). This is predicted to grow to $994m in 2007. The learning content market is said to the largest single part of this, said a 2003 report 'European Corporate e-Learning Market Forecast and Analysis, 2003 - 07' by market analysts IDC.

By Ben Stewart, April 2006

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