Data also shows that people want to learn from and with each other, not in isolation^. These two needs of scale and community seem to be at odds, with cost being a significant barrier to peer-to-peer learning.
Cahoot Learning challenges the status quo and argues you can have both. So how did Cahoot enable this company to achieve a 90% cost saving, increase learner numbers and deliver great peer-to-peer learning.
*Source: World Economic Forum’s Future of Jobs Report
^Source: Holon IQ
The company started its internal development program in 2006 as a 5-day face-to-face delivery. As a strategic and high-profile program, it had a long waiting list of employees across the world eager to join. Every place was highly coveted.
Participants who complete the program successfully gain certification, which holds considerable weight within the industry and on their CV. If their team wins the final investment pitch, they receive significant recognition and a prestigious place on the program’s perpetual trophy.
Although the program was successful, it was also very costly and took people out of their day roles for up to 9 days. Thus, it was offered only to a very narrow band of senior personnel with 12% female enrolment. Due to the impact of the Global Financial Crisis, the program was withdrawn in 2014.
In 2018, the company engaged Cahoot Learning to deliver a new hybrid version of the program. With only 10 days till launch, Cahoot Learning had a big challenge:
The company partnering with Cahoot Learning put together a hybrid-learning program that brings cross-disciplinary and cross-functional teams from across the world through a 9-week digital experience followed by a 3-day on-ground resources game.
The 9-week digital delivery takes approximately 2 to 3 hours per week, includes synchronous and asynchronous activities that serve to:
And the purpose of the 3-day on-ground delivery, held on-site in Perth, Brisbane, Montreal and Salt Lake City, is to:
The program culminates in teams pitching their strategy to an executive investment panel, with the winning team gaining significant recognition within the company.
Diversity of roles increased from 2 departments to a full value chain
Uplift from an original 12% females to 44%, and 10% indigenous enrolments in the latest delivery.
281% engagement rating, over and above the program minimum requirements.