The learning management system (LMS) should be a primary support tool for ensuring strategic execution is successful. A business that is focused on strategic execution needs all people to be working on the right tasks at the right time. The whole organisation needs to know the strategic goals and their role in achieving them.  A learning management system, with the right features and tools, is ideally suited to align people to strategy and provide learning support.

One of the biggest barriers to successful execution is people not having access to information and learning to support their work. An organisation with high levels of productivity and engagement does not lose focus by people having to search for information and learning on topics they need to complete tasks. The learning management system should be a key software tool to improve productivity and engagement with learning. 

If the LMS is not performing these vital functions effectively then it is acting as a roadblock to strategy execution.  How does a well implemented learning management system support strategic execution? Below are some of the ones we have identified in our most recent implementation projects.

  • Configurable, flexible and scalable organisation structure in the LMS that accurately reflects how the business operates and its ongoing reporting needs. 
  • Ability to support large numbers of users and an extended enterprise. The performance of the LMS should not be compromised when there are large user populations accessing it. 
  • User administration of large populations is supported with the user interface, bulk actions and  adaptable configurations. 
  • The LMS includes extensive automated actions and workflow configurations to support how the  organisation operates. You should not be forced to adapt your workflows to the LMS.   
  • Reporting must be extensive and flexible. The LMS should provide senior leadership historical and predictive indicators to support decision making.
  • Integration and data sharing is essential to support the organisation’s information architecture. The LMS should not be an ‘island’ of data. 

It is critical that the selection process reflects requirements that are both strategic and tactical. The requirements are best collected and assessed drawing on a wide range of stakeholders in the organisation including the ‘C suite’.

There are just some of the areas that we assess when working on a new LMS acquisition plan with a client. This helps us assess the various LMS software options and vendors that are proactively updating their software to meet changes in the workforce and operating environments.

  • Are there plans for any mergers and acquisitions?
  • Is the business likely to open up offices in other locations?
  • Will be business adopt a remote workforce model?
  • Does the business currently support a channel or may do so in the future?
  • Will the business undertake a digital transformation project and will the new learning management system remain fit for purpose?

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