Enterprise learning at Juniper used a distributed organizational model fortraining development and delivery that impaired its ability to run its Global Education business profitably. Challenges included parallel and non‐integrated content development efforts, a lack of consistent processes, redundant roles and technologies (including multiple LMSs), and competing priorities. This resulted in inflated costs, insufficient content coverage, and courses that were out of synch—and at times significantly behind—the product release cycle.
