Demonstrating the Value of Training - CEdMA Europe articles... · Proactive communications ......
41
Demonstrating the Value of Training Demonstrating Demonstrating the Value of Training the Value of Training
Transcript of Demonstrating the Value of Training - CEdMA Europe articles... · Proactive communications ......
Dem
on
stra
tin
g
the
Val
ue
of
Tra
inin
gD
emo
nst
rati
ng
D
emo
nst
rati
ng
th
e V
alu
e o
f T
rain
ing
the
Val
ue
of
Tra
inin
g
Wha
t is
the
Val
ue o
f Tra
inin
g W
hat i
s th
e V
alue
of T
rain
ing
at M
icro
soft?
at M
icro
soft?
(D(D²²+ C) * 100
+ C) * 100 ÷÷
BU =
BU = 12.98
12.98
Last Fiscal Year
Last Fiscal Year=
= 10.55
10.55
Just Kidding!
Just Kidding!
Mee
t MS
FT
Mee
t MS
FT
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mpl
oyee
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rage
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Offi
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in 1
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ount
ries
Offi
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ft Great Plains
Microso
ft Great Plains
Microso
ft Navision
Microso
ft Navision
Microso
ft CRM
Microso
ft CRM
Windows Server
Windows Server
SQL Server
SQL Server
Exchange Server
Exchange Server
Deve
loper Tools
Deve
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MS Learning
MS Learning
Customer Support
Customer Support
Services
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lting
Microso
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Xbox
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PC and Online games
TV Platform
TV Platform
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MSN Search
MSN Internet Access
MSN Internet Access
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Windows XP
Windows Media Center
Windows Media Center
Tablet PC
Tablet PC
Windows Mobile Software
Windows Mobile Software
Windows Embedded Device
O/S
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SharePointPortal Server
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rain
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at
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how
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Mic
roso
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icro
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The
MS
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Business Groups
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IWIWWin
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MBS
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MSN
MSN
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Corporate
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Learning
MS
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MBS
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Readiness
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People & Org
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HR
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Mktg
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Readiness
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Training
Marketing
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Tech/Research
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EEG Engineering
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gin
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espo
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eact
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st p
ract
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ess
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sR
educ
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s co
sts
Per
ceiv
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y P
erce
ived
by
Sr
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Man
agem
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s M
anag
emen
t as
fisca
lly r
espo
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cally
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s no
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us o
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valu
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ocus
on
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c va
lue
Cos
t bec
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t bec
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sure
To
day
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earn
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Org
aniz
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Mat
uri
ty M
od
elT
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Lea
rnin
g O
rgan
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T
od
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rgan
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M
atu
rity
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del
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ty M
od
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Business
Partnership
Cost
Avoidance
(ROI)
time
value
Response
To
Requests
PDLT
Professional Discipline
Leadership Team
Define Quality Bar
for
Engineering Excellence
at Microsoft
“Pipeline”
Support
Strategy
Integrated
Talent Mgmt.
Architecture
•Competencies
•Role Definitions
•Career Mapping
and flow
•Systems
Infrastructure
•Engineering
Standards
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•Training Curriculum
•Metrics
EE
Engineering
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HR
HR
HR
HR
Human
Resources
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gin
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En
gin
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Exc
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nce
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mew
ork
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mew
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focuses on people,
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strategies enabling
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and reliable products that
our customers value.
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Finance
HR
Legal
Corp Svcs & Admin
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Creative
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Engineering Mgmt
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Business Unit IT
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productivity that enables us to achieve “win-drive-grow”
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lleng
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halle
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arni
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arni
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vidu
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dual
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tegr
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odel
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AD
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EA
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nsla
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pro
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to p
rogr
ams
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tify
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rgie
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entif
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capt
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hest
rate
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rche
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ent
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vide
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mon
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re/
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mea
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tm
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ions
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ions
WW
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ole
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smsp
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back to segments
back to segments
Invest in local
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requirements
requirements
where necessary
where necessary
SEGMENTS:
SEGMENTS:
Define roles and
Define roles and
provide holistic
provide holistic
view of
view of
productivity
productivity
requirements
requirements
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for role
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readiness
readiness
requirements
requirements
SM
SG
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dine
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MS
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Key
Su
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s F
acto
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acto
rs:
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ased
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aps
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ss S
core
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re C
ards
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stab
lish
base
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ty le
vels
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Rol
e G
uide
sE
stab
lish
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line
cap
abili
ty le
vels
via
Rol
e G
uide
s
Hel
p M
icro
soft
cust
omer
s an
d pa
rtne
rs
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p M
icro
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cust
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d pa
rtne
rs
real
ize
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r fu
ll po
tent
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ovid
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re
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e th
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pote
ntia
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ssar
y kn
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and
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s to
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ith th
e ne
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ledg
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d sk
ills
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adop
tion
and
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tion
and
use
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icro
soft
solu
tions
.us
e of
Mic
roso
ft so
lutio
ns.
Life
long
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rnin
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r Li
felo
ng
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rnin
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Em
ploy
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ly.
MS
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Obj
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Bus
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OHI -Organizational
Health Index
Team Building and Growing Talent
Invest in identifying & growing talent, building an
effective and productive team
Revenue
CM %
Achieving Revenue and CM Goals
Meet or beat Contribution Margin
Customer Satisfaction
Partner Satisfaction
Product Satisfaction
Understanding Customer Needs and
Improving CPE
Improve satisfaction with MS Learning and Microsoft
Total Reach
“Relationship” Reach
Reaching Customers
Increase reach that builds relationships and long-term
Microsoft loyalty
Met
rics
Co
mm
itm
ents
Cou
rse
Cat
egor
yTo
tal #
of
Eva
lsV
ery
Dis
satis
fied
(4 o
r be
low
)S
omew
hat S
atis
fied
(4.1
to 7
.9)
Ver
y S
atis
fied
(8 to
9)
Ave
rage
.NE
T E
nter
pris
e S
erve
rs A
vera
ge68
54.
11%
44.2
4%51
.65%
7.34
Bac
k O
ffice
Ser
ver A
vera
ge13
12.
23%
25.0
5%72
.72%
7.90
Exc
hang
e S
erve
r Ave
rage
573
0.25
%32
.43%
67.3
2%8.
04S
QL
Ser
ver 2
000
Ave
rage
1,15
00.
93%
24.7
3%74
.34%
7.96
Vis
ual B
asic
Ave
rage
531
1.52
%24
.57%
73.9
2%8.
05V
isua
l Stu
dio
.NE
T A
vera
ge45
910
.36%
38.4
5%51
.20%
7.28
MT
M a
t Mic
roso
ft Le
arni
ngM
TM
at M
icro
soft
Lear
ning
Ove
rall
Satis
fact
ion
CT
EC
Ver
y D
issa
tisf
ied
(4
or
bel
ow
)S
om
ewh
at S
atis
fied
(4
.1 t
o 7
.9)
Ver
y S
atis
fied
(8
to 9
)1S
taff
- O
ffSite
0.00
%12
.50%
87.5
0%1S
taff
- O
mah
a C
lient
Site
0.00
%18
.18%
81.8
2%1S
taff
- O
mah
a, N
E0.
00%
25.0
0%75
.00%
Ad
vanc
ed T
echn
ical
Cen
ter
- S
alt
2.99
%26
.12%
70.9
0%A
lpha
Ne
t - C
eda
r K
nolls
1.67
%22
.50%
75.8
3%A
lpha
Ne
t - Is
elin
2.46
%17
.21%
80.3
3%
CPL
S Pa
rtner
CPL
S Pa
rtner
CPL
S Pa
rtner
CPL
S Pa
rtner
MT
M U
sage
at M
icro
soft
Lear
ning
MT
M U
sage
at M
icro
soft
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ning
��Q
ualit
y C
ontr
ol o
f CLP
S c
hann
elQ
ualit
y C
ontr
ol o
f CLP
S c
hann
el��
Diff
eren
tiatio
n an
d be
nchm
arki
ng o
f CP
LS
Diff
eren
tiatio
n an
d be
nchm
arki
ng o
f CP
LS
chan
nel
chan
nel
��R
eal
Rea
l --tim
e tr
aini
ng c
onte
nt q
ualit
y co
ntro
ltim
e tr
aini
ng c
onte
nt q
ualit
y co
ntro
l��
Too
l for
CP
LS p
artn
ers
to e
valu
ate
thei
r tr
aini
ng
Too
l for
CP
LS p
artn
ers
to e
valu
ate
thei
r tr
aini
ng
deliv
erab
les
at d
iffer
ent l
earn
ing
leve
lsde
liver
able
s at
diff
eren
t lea
rnin
g le
vels
��T
ool f
or C
PLS
par
tner
s in
con
sulta
tive
sale
s T
ool f
or C
PLS
par
tner
s in
con
sulta
tive
sale
s ap
proa
ch (
RO
I Car
ds)
appr
oach
(R
OI C
ards
)��
Com
paris
on &
effe
ctiv
enes
s m
easu
rem
ent
Com
paris
on &
effe
ctiv
enes
s m
easu
rem
ent
betw
een
diffe
rent
lear
ning
met
hodo
logy
betw
een
diffe
rent
lear
ning
met
hodo
logy
��B
asis
for
next
gen
erat
ion
of M
CT
pro
gram
Bas
is fo
r ne
xt g
ener
atio
n of
MC
T p
rogr
am��
And
, and
, and
…A
nd, a
nd, a
nd …
Mic
roso
ft C
usto
mer
Res
earc
h S
yste
mM
icro
soft
Cus
tom
er R
esea
rch
Sys
tem
Mar
ket
Op
po
rtu
nit
y A
nal
ysis
Mar
ket
Op
po
rtu
nit
y A
nal
ysis
CR
S P
illar
sC
RS
Pill
ars
Pro
du
ct U
sag
e &
Sat
isfa
ctio
nP
rod
uct
Usa
ge
& S
atis
fact
ion
Cu
sto
mer
Sat
isfa
ctio
n &
Exp
erie
nce
Cu
sto
mer
Sat
isfa
ctio
n &
Exp
erie
nce
Dep
loym
ent
Tra
ckin
gD
eplo
ymen
t T
rack
ing
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aren
ess
& P
erce
pti
on
sA
war
enes
s &
Per
cep
tio
ns
Mes
sag
ing
& P
osi
tio
nin
g R
efin
emen
tM
essa
gin
g &
Po
siti
on
ing
Ref
inem
ent
Co
nce
pt
Val
ue
Co
nce
pt
Val
ue
Hab
its
& P
ract
ices
Hab
its
& P
ract
ices
Iden
tify
Mkt
. O
ppor
tuni
ties
&
Thr
eats
Det
erm
ine
Val
ue
Pro
posi
tion
Pla
n Im
plem
enta
tion
& M
arke
ting
Laun
ch &
M
easu
re T
he
Exp
erie
nce
How
sat
isfie
d &
loya
l are
cus
tom
ers?
How
sat
isfie
d &
loya
l are
cus
tom
ers?
How
sat
isfie
d ar
e cu
stom
ers
with
the
prod
uct?
How
sat
isfie
d ar
e cu
stom
ers
with
the
prod
uct?
Wha
t is
our
plac
e in
the
mar
ket?
Wha
t is
our
plac
e in
the
mar
ket?
Wha
t are
peo
ple
Wha
t are
peo
ple
’’ s a
war
enes
s an
d pe
rcep
tions
?s
awar
enes
s an
d pe
rcep
tions
?
Wha
t pos
ition
ing
& m
essa
ging
will
be
mos
t W
hat p
ositi
onin
g &
mes
sagi
ng w
ill b
e m
ost
effe
ctiv
e?ef
fect
ive?
Are
we
build
ing
a va
luab
le p
rodu
ct?
Are
we
build
ing
a va
luab
le p
rodu
ct?
Wha
t do
peop
le d
o &
wan
t?W
hat d
o pe
ople
do
& w
ant?
Wha
t opp
ortu
nitie
s an
d th
reat
s ex
ist i
n th
e W
hat o
ppor
tuni
ties
and
thre
ats
exis
t in
the
mar
ketp
lace
?m
arke
tpla
ce?
CR
S E
ssen
tial Q
uest
ions
CR
S E
ssen
tial Q
uest
ions
Bui
ld
Sol
utio
n
Met
rics
-Th
at-M
atte
r
Cu
sto
mer
& P
artn
er E
xper
ien
ceC
ust
om
er &
Par
tner
Exp
erie
nce
Und
erst
and
our
Und
erst
and
our
cust
omer
s/pa
rtne
rs
cust
omer
s/pa
rtne
rs
and
effe
ctiv
ely
and
effe
ctiv
ely
resp
ond
to th
eir
resp
ond
to th
eir
need
sne
eds
Bec
ome
a tr
ue
Bec
ome
a tr
ue
cust
omer
cust
omer
-- foc
used
fo
cuse
d cu
lture
thro
ugh
cultu
re th
roug
h ou
r pe
ople
and
ou
r pe
ople
and
th
eir
focu
s th
eir
focu
s
Pro
vide
a c
onsi
sten
t, P
rovi
de a
con
sist
ent,
pred
icta
ble
and
relia
ble
pred
icta
ble
and
relia
ble
expe
rienc
e ex
perie
nce
Str
uctu
re,
Str
uctu
re,
mea
sure
and
m
easu
re a
nd
rew
ard
rew
ard
cust
omer
and
cu
stom
er a
nd
part
ner
care
pa
rtne
r ca
re
Cus
tom
er a
nd P
artn
er E
xper
ienc
e (C
PE
) C
usto
mer
and
Par
tner
Exp
erie
nce
(CP
E)
Driv
es C
usto
mer
Loy
alty
Driv
es C
usto
mer
Loy
alty
Satisfaction built
Satisfaction built
Satisfaction built
Satisfaction built
Satisfaction built
Satisfaction built
Satisfaction built
Satisfaction built
by delivering a
by delivering a
by delivering a
by delivering a
by delivering a
by delivering a
by delivering a
by delivering a
positive customer
positive customer
positive customer
positive customer
positive customer
positive customer
positive customer
positive customer
experience
experience
experience
experience
experience
experience
experience
experience
Tim
eTim
e
Depth of relationshipDepth of relationship
Opportunity
Opportunity
Opportunity
Opportunity
Opportunity
Opportunity
Opportunity
Opportunity
created each tim
e
created each tim
e
created each tim
e
created each tim
e
created each tim
e
created each tim
e
created each tim
e
created each tim
e
we interact with
we interact with
we interact with
we interact with
we interact with
we interact with
we interact with
we interact with
a customer
a customer
a customer
a customer
a customer
a customer
a customer
a customer
Trust earned by delive
ring
Trust earned by delive
ring
Trust earned by delive
ring
Trust earned by delive
ring
Trust earned by delive
ring
Trust earned by delive
ring
Trust earned by delive
ring
Trust earned by delive
ring
consistently positive
consistently positive
consistently positive
consistently positive
consistently positive
consistently positive
consistently positive
consistently positive
experiences across product
experiences across product
experiences across product
experiences across product
experiences across product
experiences across product
experiences across product
experiences across product
and service lines
and service lines
and service lines
and service lines
and service lines
and service lines
and service lines
and service lines
Loyalty achieve
d
Loyalty achieve
d
Loyalty achieve
d
Loyalty achieve
d
Loyalty achieve
d
Loyalty achieve
d
Loyalty achieve
d
Loyalty achieve
d
when we offer trusting
when we offer trusting
when we offer trusting
when we offer trusting
when we offer trusting
when we offer trusting
when we offer trusting
when we offer trusting
customers a distinctive
customers a distinctive
customers a distinctive
customers a distinctive
customers a distinctive
customers a distinctive
customers a distinctive
customers a distinctive
value proposition
value proposition
value proposition
value proposition
value proposition
value proposition
value proposition
value proposition
1. S
atis
fact
ion
2. T
rust
3. L
oya
lty
CP
E Im
plem
enta
tion
in M
SL
CP
E Im
plem
enta
tion
in M
SL
Dat
a C
olle
ctio
n a
nd
Met
rics
Dat
a C
olle
ctio
n a
nd
Met
rics
Det
ail
Det
ail
Dim
ensi
on
sD
imen
sio
ns
Mon
itorin
g M
SL
cust
omer
s th
roug
h th
eir
lifec
ycle
M
onito
ring
MS
L cu
stom
ers
thro
ugh
thei
r lif
ecyc
le
(MT
M p
ost
(MT
M p
ost --
even
t and
follo
wev
ent a
nd fo
llow
-- up
surv
ey)
up s
urve
y)
RO
I bas
ed a
ppro
ach
with
in M
TM
R
OI b
ased
app
roac
h w
ithin
MT
M ––
5 le
arni
ng le
vels
5 le
arni
ng le
vels
Bi
Bi --
annu
al M
icro
soft
Cer
tifie
d P
rofe
ssio
nal s
tud
yan
nual
Mic
roso
ft C
ertif
ied
Pro
fess
iona
l stu
dy
Key
met
rics:
Key
met
rics:
How
like
ly a
re y
ou to
pur
chas
e ag
ain?
How
like
ly a
re y
ou to
pur
chas
e ag
ain?
How
like
ly a
re y
ou to
rec
omm
end?
H
ow li
kely
are
you
to r
ecom
men
d?
How
did
it h
elp
you
impr
ove
job
perf
orm
ance
?H
ow d
id it
hel
p yo
u im
prov
e jo
b pe
rfor
man
ce?
Driv
en b
y va
lue
crea
ted
for
Driv
en b
y va
lue
crea
ted
for
cust
omer
scu
stom
ers
Sha
red
pros
perit
yS
hare
d pr
ospe
rity
Long
Long
-- ter
mte
rmL
oya
lty
Lo
yalt
y
Con
sist
ent M
SL
surv
ey in
stru
men
ts a
cros
s di
ffere
nt
Con
sist
ent M
SL
surv
ey in
stru
men
ts a
cros
s di
ffere
nt
prod
ucts
/form
fact
ors
prod
ucts
/form
fact
ors
Con
tinuo
us d
ata
colle
ctio
n an
d ev
alua
tion
Con
tinuo
us d
ata
colle
ctio
n an
d ev
alua
tion
Driv
en b
y co
nsis
tenc
y of
D
riven
by
cons
iste
ncy
of
prod
uct/s
ervi
ce q
ualit
ypr
oduc
t/ser
vice
qua
lity
Qua
lity
of c
usto
mer
Q
ualit
y of
cus
tom
er
rela
tions
hip
rela
tions
hip
Med
ium
Med
ium
-- ter
mte
rm
Tru
stT
rust
MS
L su
rvey
s di
strib
uted
to c
usto
mer
s sh
ortly
afte
r M
SL
surv
eys
dist
ribut
ed to
cus
tom
ers
shor
tly a
fter
prod
uct/t
rain
ing
cons
umpt
ion
prod
uct/t
rain
ing
cons
umpt
ion
Key
met
ric: S
atis
fact
ion
leve
l of c
onsu
mpt
ion
Key
met
ric: S
atis
fact
ion
leve
l of c
onsu
mpt
ion
Driv
en b
y qu
ality
of a
D
riven
by
qual
ity o
f a
prod
uct,
serv
ice
or p
rogr
ampr
oduc
t, se
rvic
e or
pro
gram
Sho
rtS
hort
-- ter
mte
rmS
atis
fact
ion
Sat
isfa
ctio
n
MS
L S
atis
fact
ion
Fra
mew
ork
MS
L S
atis
fact
ion
Fra
mew
ork C
ust
om
er
sati
sfac
tio
n
Pro
du
ct
sati
sfac
tio
nP
artn
er
sati
sfac
tio
n
CP
EC
PE
32%
/ 12
%32
% /
12%
34%
/17%
34%
/17%
52%
/ 9%
52%
/ 9%
FY
05 G
oal
F
Y05
Go
al
(VS
AT
/DS
AT
)(V
SA
T/D
SA
T)
H1
H1
Act
ual
sA
ctu
als
(VS
AT
/DS
AT
)(V
SA
T/D
SA
T)
Sat
isfa
ctio
n D
imen
sio
nS
atis
fact
ion
Dim
ensi
on
n/a
n/a
Par
tner
sat
isfa
ctio
n
Par
tner
sat
isfa
ctio
n (
part
ner
rela
tions
hip
with
MS
L)(p
artn
er r
elat
ions
hip
with
MS
L)
37%
/13%
37%
/13%
Cu
sto
mer
sat
isfa
ctio
n
Cu
sto
mer
sat
isfa
ctio
n (
cust
omer
rel
atio
nshi
p w
ith M
SL)
(cus
tom
er r
elat
ions
hip
with
MS
L)
53%
/ 8%
53%
/ 8%
Pro
du
ct s
atis
fact
ion
P
rod
uct
sat
isfa
ctio
n (
cust
omer
exp
erie
nce
with
MS
L pr
oduc
ts)
(cus
tom
er e
xper
ienc
e w
ith M
SL
prod
ucts
)
Con
sist
ent s
urve
y in
stru
men
ts a
nd m
etric
s C
onsi
sten
t sur
vey
inst
rum
ents
and
met
rics
acro
ss p
rodu
cts
and
prog
ram
sac
ross
pro
duct
s an
d pr
ogra
ms
Con
tinuo
us, r
eal
Con
tinuo
us, r
eal --
time
data
col
lect
ion
& a
naly
sis
time
data
col
lect
ion
& a
naly
sis
Acr
oss
all p
rodu
ct li
nes,
incl
udin
g:A
cros
s al
l pro
duct
line
s, in
clud
ing:
Inst
ruct
orIn
stru
ctor
-- lea
d tr
aini
ng (
CP
LS)
lead
trai
ning
(C
PLS
)
EE-- L
earn
ing
Lear
ning
Ass
essm
ents
& C
ertif
icat
ions
Ass
essm
ents
& C
ertif
icat
ions
Mic
roso
ft P
ress
Boo
ksM
icro
soft
Pre
ss B
ooks
Tie
d fe
edba
ck lo
op b
uild
into
pro
duct
and
T
ied
feed
back
loop
bui
ld in
to p
rodu
ct a
nd
prog
ram
dev
elop
men
tpr
ogra
m d
evel
opm
ent
Dem
onst
ratin
g th
e V
alue
of T
rain
ing
Dem
onst
ratin
g th
e V
alue
of T
rain
ing
Und
erst
and
Tra
inin
g V
alue
as
a D
river
of C
usto
mer
Loy
alty
Und
erst
and
Tra
inin
g V
alue
as
a D
river
of C
usto
mer
Loy
alty
Und
erst
and
impa
ct o
f tra
inin
g on
the
succ
ess
of c
usto
mer
sof
twar
Und
erst
and
impa
ct o
f tra
inin
g on
the
succ
ess
of c
usto
mer
sof
twar
e de
ploy
men
tse
depl
oym
ents
How
doe
s tr
aini
ng h
elp
impr
ove
IT p
erfo
rman
ce (
e.g.
incr
ease
ser
How
doe
s tr
aini
ng h
elp
impr
ove
IT p
erfo
rman
ce (
e.g.
incr
ease
ser
vice
leve
ls,
vice
leve
ls,
decr
ease
ext
erna
l sup
port
nee
ds, r
educ
e IT
sta
ffing
nee
ds)?
decr
ease
ext
erna
l sup
port
nee
ds, r
educ
e IT
sta
ffing
nee
ds)?
How
doe
s tr
aini
ng im
pact
sof
twar
e up
grad
e be
havi
or?
How
doe
s tr
aini
ng im
pact
sof
twar
e up
grad
e be
havi
or?
How
can
Mic
roso
ft Le
arni
ng o
ptim
ize
trai
ning
des
ign
to im
prov
e c
How
can
Mic
roso
ft Le
arni
ng o
ptim
ize
trai
ning
des
ign
to im
prov
e c u
stom
er v
alue
?us
tom
er v
alue
?
Exa
mp
le 1
: D
rive
cu
sto
mer
loya
lty
wit
h t
he
Mic
roso
ft P
latf
orm
Too
ls fo
r C
PLS
to m
easu
re a
nd d
emon
stra
te th
e va
lue
of M
icro
soft
Too
ls fo
r C
PLS
to m
easu
re a
nd d
emon
stra
te th
e va
lue
of M
icro
soft
trai
ning
to c
usto
mer
s tr
aini
ng to
cus
tom
ers
Impa
ct o
n st
uden
t job
per
form
ance
and
bus
ines
s re
sults
Impa
ct o
n st
uden
t job
per
form
ance
and
bus
ines
s re
sults
Sup
port
par
tner
s in
mak
ing
the
tran
sitio
n fr
om a
tran
sact
iona
l tS
uppo
rt p
artn
ers
in m
akin
g th
e tr
ansi
tion
from
a tr
ansa
ctio
nal t
rain
ing
sale
s m
odel
to a
ra
inin
g sa
les
mod
el to
a
cons
ulta
tive
mod
el, w
ith s
kills
cons
ulta
tive
mod
el, w
ith s
kills
-- gap
ana
lysi
s, R
OI m
easu
rem
ent,
etc.
gap
anal
ysis
, R
OI m
easu
rem
ent,
etc.
Cre
ate
the
abili
ty fo
r pa
rtne
rs to
bui
ld d
eep
clie
nt e
ngag
emen
tsC
reat
e th
e ab
ility
for
part
ners
to b
uild
dee
p cl
ient
eng
agem
ents
thro
ugho
ut th
e cu
stom
er
thro
ugho
ut th
e cu
stom
er
tech
nolo
gy li
fecy
cle
tech
nolo
gy li
fecy
cle
Exa
mp
le 2
: D
rive
cu
sto
mer
loya
lty
wit
h t
he
CP
LS
Ch
ann
el
Rel
atio
nshi
p of
PLC
& D
eplo
ymen
t R
elat
ions
hip
of P
LC &
Dep
loym
ent
Cyc
le
Cyc
le v
svsS
kills
Inve
stm
ent
Ski
lls In
vest
men
t
Des
ign
Imp
lem
ent
Su
pp
ort
Tra
inin
gT
rain
ing
Cer
tifi
cati
on
Cer
tifi
cati
on
Cu
sto
mer
Act
ivit
y
Cer
tifi
cati
on
Nee
d
Tra
inin
gN
eed
Med
ium
Lo
w
Hig
hL
ow
Hig
h
Hig
h/M
ediu
m
•C
ontr
act e
xter
nal e
xper
tise
•T
rans
fer
know
ledg
e w
ith d
esig
n te
am•
Tra
in a
nd a
sses
s in
tern
al s
taff
•T
rain
par
tner
s•
Tra
in d
esig
n te
am•
Tra
in im
plem
enta
tion
team
•C
ertif
y pa
rtne
rs
•Cer
tify
desi
gn te
am
•P
rovi
de b
road
trai
ning
and
as
sess
men
t of s
uppo
rt s
taff
•P
rovi
de b
road
end
-use
r tr
aini
ng
and
asse
ssm
ent
•Im
plem
ent t
eam
cer
tific
atio
n•
Sup
port
sta
ff ce
rtifi
catio
n
•T
rain
sup
port
sta
ff•
Com
plet
e su
ppor
t sta
ff tr
aini
ng a
nd
asse
ssm
ent
•D
rive
trai
ning
thr
ough
attr
ition
•P
erfo
rm n
orm
al o
pera
tions
Tra
inin
g a
nd
T
rain
ing
an
d
Cer
tifi
cati
on
C
erti
fica
tio
n
Lif
ecyc
leL
ifec
ycle
Pla
n P
lan ��
Ski
ll S
kill ��
Des
ign
Des
ign ��
Dep
loy
Dep
loy ��
Cer
tify
Cer
tify
MS
L A
lignm
ent w
ith P
rodu
ctM
SL
Alig
nmen
t with
Pro
duct
-- Life
Cyc
leLi
fe C
ycle
Thi
nk B
IG, b
e B
OLD
T
hink
BIG
, be
BO
LD ––
2 E
xam
ples
:2
Exa
mpl
es:
Rel
atio
nshi
p R
each
Rel
atio
nshi
p R
each
Def
ine,
mea
sure
and
pro
mot
e qu
ality
of d
iffer
ent
Def
ine,
mea
sure
and
pro
mot
e qu
ality
of d
iffer
ent
“tra
inin
g to
uch
poin
ts”
in s
uppo
rt o
f key
bus
ines
s “t
rain
ing
touc
h po
ints
” in
sup
port
of k
ey b
usin
ess
obje
ctiv
esob
ject
ives
Wei
ghtin
g cr
iteria
e.g
. dep
th a
nd fr
eque
ncy,
ski
lls
Wei
ghtin
g cr
iteria
e.g
. dep
th a
nd fr
eque
ncy,
ski
lls
tran
sfer
, ave
rage
sat
isfa
ctio
n le
vels
, rel
atio
nshi
p tr
ansf
er, a
vera
ge s
atis
fact
ion
leve
ls, r
elat
ions
hip
build
ing
impa
ct
build
ing
impa
ct
Ski
lled
Cus
tom
er In
dex
Ski
lled
Cus
tom
er In
dex
Agg
rega
ted
mea
sure
iden
tifyi
ng o
vera
ll pr
oduc
t ski
lls
Agg
rega
ted
mea
sure
iden
tifyi
ng o
vera
ll pr
oduc
t ski
lls
and
read
ines
s le
vels
at p
artn
er/c
usto
mer
com
pani
esan
d re
adin
ess
leve
ls a
t par
tner
/cus
tom
er c
ompa
nies
Cor
e be
nchm
ark
rela
ted
back
to c
usto
mer
C
ore
benc
hmar
k re
late
d ba
ck to
cus
tom
er
satis
fact
ion,
dep
loym
ent s
ucce
ss, p
urch
asin
g sa
tisfa
ctio
n, d
eplo
ymen
t suc
cess
, pur
chas
ing
beha
vior
and
loya
ltybe
havi
or a
nd lo
yalty
Mic
roso
ft Le
arni
ng M
odel
Mic
roso
ft Le
arni
ng M
odel
Cus
tom
ers
Cus
tom
ers
Par
tner
sP
artn
ers
Mic
roso
ftM
icro
soft
Mic
roso
ft Le
arni
ng C
ounc
ilM
icro
soft
Lear
ning
Cou
ncil
Strategic
leadership, vision
and direction.
Strategic decision
making and
direction.
Governance
model.
Worldwide scope
and solution.
Learning Agenda
execution.
Regional
deployment.
Integration,
standardization.
State-of-the-art
processes and
tools.
Learning Deployment Teams
Communities
Audience
Content
Technology
Sub-Councils
Corp & Prof Skills T&D
Marketing T&D
Sales & Services T&D
Core Tech & Research T&D
External Audiences T&D
Vendor Mgmt Incubation
Operations Incubation
Learning Center
Optimization
Learning Advisory
Executive Team
Governance Committee
Learning Council
Corporate & HR
Sales, Support & Marketing
Engineering & Research
Customers & Partners
Tier I (LC)
Tier II (Training)
Tier III (Hybrid)
LEARNING
AREA
“The What”
KNOW
�Company Vision & Mission
�Company Tenets & Values
�Company Strategy
�Business Strategy
�Technical Inform
ation
�Languages
�Regulations
�Process & Practices
Educate, Inform,
Disseminate
DO
�Lead
�Codes
�Test
�Manage
�Sell
�Explain
�Problem Solve
�Negotiate
�Coach
IMAGINE
�New Technologies
�New Solutions
�New Products
�New Markets
�Simpler Ways
�Faster Ways
�Better Days
LEARNING
ACTIONS
“The How”
LEARNER’S
EXPERIENCE
LEARNING
OUTCOME
Train, Model,
Mentor
Challenge, Coach,
Support
Understand,
Reiterate, Share
Demonstrate,
Practice, Teach
Innovate, Create,
Produce
Reflect
Apply
Realize
Mic
roso
ft Le
arni
ng M
odel
Mic
roso
ft Le
arni
ng M
odel
Val
ue o
f Tra
inin
g? F
inal
Tho
ught
sV
alue
of T
rain
ing?
Fin
al T
houg
hts
CP
H =
no
CP
H =
no
-- win
pos
ition
win
pos
ition
One
One
-- dim
ensi
onal
= n
ot r
ealis
tic o
r ef
fect
ive
dim
ensi
onal
= n
ot r
ealis
tic o
r ef
fect
ive
Dat
a ≠ in
form
atio
n or
kno
wle
dge
Dat
a ≠ in
form
atio
n or
kno
wle
dge
Ens
ure
rele
vanc
e an
d co
ntin
uity
Ens
ure
rele
vanc
e an
d co
ntin
uity
Inte
grat
ion
= ti
me
cons
umin
g bu
t im
port
ant
Inte
grat
ion
= ti
me
cons
umin
g bu
t im
port
ant
Bus
ines
s si
gnifi
canc
e vs
. eas
e of
use
Bus
ines
s si
gnifi
canc
e vs
. eas
e of
use
Thi
nk b
ig &
be
ambi
tious
Thi
nk b
ig &
be
ambi
tious
… a
nd m
ake
sure
you
giv
e m
e a
call
if yo
u …
and
mak
e su
re y
ou g
ive
me
a ca
ll if
you
find
the
mag
ic fo
rmul
a!!
find
the
mag
ic fo
rmul
a!!
lzio
b@m
icro
soft.
com
lzio
b@m
icro
soft.
com
©20
04 M
icro
soft
Cor
pora
tion.
All
right
s re
serv
ed.
Thi
s pr
esen
tatio
n is
for
info
rmat
iona
l pur
pose
s on
ly. M
icro
soft
mak
es n
o w
arra
ntie
s, e
xpre
ss o
r im
plie
d, in
this
sum
mar
y.
