Marc My Words: Ten Common Mistakes in Building an eLearning Strategy

A basic building block of a successful and sustainable eLearning program is a solidstrategy. Most organizations say they have one, but when you look under thehood there is often a lot of weakness. Here are ten top mistakes people oftenmake when building their eLearning strategy.

No vision

“If you don’t know where you are going, any road will takeyou there.” This Alice in Wonderland quote epitomizes the problem of notconnecting to a vision – a consensus view of where – and what – you want to be.Start correcting this by asking, “What will people say about us two or threeyears down the road?” “What would we want them to say?”

Equating technology with strategy

Technology is essential, but if your strategy is to geta LMS, build a mobile learning network, or add a social media tool, your verynext question should be, “For what purpose?” Technology is not strategy; it is onlyan important enabler. If you can’t clearly articulate the value proposition forthe technology – in business and learning terms – you don’t have a strategy. Tryasking, “How does technology advance the mission and vision of our organization,and what evidence will we accept that it’s working?” Those are strategicquestions.

Confusing strategy with tactics

Ancient Chinese military strategist Sun Tzu is noted forpointing out that, “Strategy without tactics is the slowest route to victory,but tactics without strategy is the noise before defeat.” Make strategic and tactical (or operational) decisions;both are essential – but you can’t confuse them. Organizations that havestrategy without tactics often look good but make little progress. Organizationswith tactics and no strategy are likely progressing – chaotically – in too manydirections.

Looking at development and delivery rather than the biggerbusiness picture

Focusing too much on the internal workings of the eLearningorganization can blind you to bigger challenges and opportunities, and can makeyou vulnerable to “non-essentialness.” ELearning organizations (and generaltraining organizations as well) that focus too much on the wonderfulness oftheir technology, facilities, course catalog, processes, etc., are sometimesclueless when their budgets are cut or their support dries up. If you can’tassuredly answer your clients’ primary question, “What have you done for me lately?” you are in trouble.

Focusing on creating a traditional training offer online

Just shoveling your classroom courses online, withoutconsidering the changes in pedagogy and instructional design that eLearning offers,will reduce the efficacy of your results. There’s a lot of junk out there, andit may be better – strategically – to have fewer online courses that reallywork and make an impact, than a whole catalog of marginal titles. Quality, notquantity.

Going it alone; failure to reach consensus

From a strategic standpoint, this is where governancematters. If there’s infighting between eLearning or training groups, or ifyou’ve not brought all key stakeholders (e.g., IT, HR, procurement, andbusiness units) to the table, early,you are asking for trouble later.

Misreading executive support

Executives love learning and most love eLearning. Atleast that’s what they say. “Our people are the best trained.” “We are at thecutting edge.” Yeah, yeah, yeah… Then, at the first sign of business trouble, theycut training budgets, slash time for learning, and throw employee developmentout the window. It’s not what they say, it’s what they do that matters. Do yourbusiness leaders have “skin” in the learning game? Are they helping to build asustainable learning culture in theorganization? These are the strategic questions to address.

Thinking this is part time or short-term work

So you have a group of great instructors with a week ortwo off and you tell them to “go create some eLearning.” Not a good idea. OK,so it’s not that bad where you are. Evenso, ask yourself, “Are we really treating eLearning as a major thrust of theorganization?” “Are we devoting the proper time, resources, and people to theeffort?” “Is this really a highpriority for us?” Here’s where management, leadership, and strategy intersect.

Ignoring risks, weaknesses, and threats

People are better at identifying what they’re good at – notso much at focusing on their challenges. Most therapists will tell you thatcoming face-to-face with your issues is the first step to overcoming them. Trya SWOT Analysis (Google it) with your team and stakeholders; it will help pointyou in the right direction.

Failure to manage change

The famous quote from the movie Field of Dreams suggests, “If you build it, they will come.” Notnecessarily… Moving to eLearning (or any new way of learning) can be stressfuland can surface resistance in the organization. Recognizing this, and dealingwith it before you launch a newprogram, is the key. Launching eLearning on day one with lots of fanfare maymake everyone feel good, but if you don’t have a long-term change-management strategy, those good feelings maydisappear quite quickly.

Conclusion

So there you have it: ten ways we often mess up eLearningstrategy. How many do you see where you work? Get your people together and talkabout this. The stakes are high; make adjustments and set a better course. Asthe ancient Chinese proverb puts it, “If you don’t change your direction,you’ll end up exactly where you are headed.”

Note: Building a Successful ELearning Strategy will be the introductorypresentation at the eLearning Guild’s eLearningFoundations Intensive program at this year’s Learning Solutions conferencein Orlando in March. Much more information is available here.