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continued » For Autodesk, Worldwide Growth Presents a Worldwide Learning Challenge Since 1982, Autodesk has been leading the market for state-of-the-art 3-D design, engineering, and entertainment software. Autodesk products are used to create everything from buildings and bridges to cars and smartphones to Academy Award-winning movies and blockbuster video games. Autodesk has a worldwide presence, with more than 100 offices in nearly 50 countries. Continued growth is vital to Autodesk, and much of the company’s expansion has come through the acquisitions Autodesk has made over the past decade. The Need for a Unified Approach to Learning Autodesk has a decentralized model for learning, with regions, business units, and functional areas responsible for a good part of training for their own employees. These entities are supported by a small enterprise-wide learning organization. Looking across Autodesk, the learning team saw that demands on their support were growing. They further realized that even though learning was decentralized, Autodesk would still need a unified approach to learning that took into account the company’s strategy. Online learning would become a critical element of that approach. CLIENT SUCCESS STORY BUSINESS CHALLENGE Scale learning to meet rapid global growth, and unify learning approach across business entities, including teams joining via acquisitions AUDIENCE > All Autodesk employees, worldwide OFFERING AND SERVICES USED > Harvard ManageMentor® > Learning cafés IMPACT > Learning has scaled to meet global demand > Over three years, usage has grown from 500 to 2,500 > Active learner rate exceeds 90% AT A GLANCE “Our mission is to unlock the creativity of our customers. To realize that mission, we need to unlock the talent of our employees. That’s why, at Autodesk, learning is of such central importance.” Jan Becker, SVP, Human Resources, Autodesk AUTODESK UNITED STATES | EUROPE | INDIA | SINGAPORE > For more information, visit: www.harvardbusiness.org

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For Autodesk, Worldwide Growth Presents a Worldwide Learning Challenge

Since 1982, Autodesk has been leading the market for state-of-the-art 3-D design, engineering, and entertainment software. Autodesk products are used to create everything from buildings and bridges to cars and smartphones to Academy Award-winning movies and blockbuster video games. Autodesk has a worldwide presence, with more than 100 offices in nearly 50 countries. Continued growth is vital to Autodesk, and much of the company’s expansion has come through the acquisitions Autodesk has made over the past decade.

The Need for a Unified Approach to LearningAutodesk has a decentralized model for learning, with regions, business units, and functional areas responsible for a good part of training for their own employees. These entities are supported by a small enterprise-wide learning organization. Looking across Autodesk, the learning team saw that demands on their support were growing. They further realized that even though learning was decentralized, Autodesk would still need a unified approach to learning that took into account the company’s strategy. Online learning would become a critical element of that approach.

C L I E N T S U C C E S S S T O R Y

BUSINESS CHALLENGEScale learning to meet rapid global growth, and unify learning approach across business entities, including teams joining via acquisitions

AUDIENCE> All Autodesk employees, worldwide

OFFERING AND SERVICES USED> Harvard ManageMentor®

> Learning cafés

IMPACT> Learning has scaled to meet global

demand

> Over three years, usage has grown from 500 to 2,500

> Active learner rate exceeds 90%

A T A G L A N C E

“Our mission is to unlock the creativity of our customers. To realize that mission, we need to unlock the talent of our employees. That’s why, at Autodesk, learning is of such central importance.” Jan Becker, SVP, Human Resources, Autodesk

AUTODESK

UNITED STATES | EUROPE | INDIA | SINGAPORE

> For more information, visit: www.harvardbusiness.org

ONLINE DELIVERY LETS LEARNING SCALE

Harvard ManageMentor helps learning scale in a number of ways. It is enabling Autodesk to provide consistent training to employees whether they’re located at the company’s headquarters, in a regional center, or in a small office location with a handful of employees. Harvard ManageMentor also removes the burden of new internal development from the HR learning and development team. Prior to deploying Harvard ManageMentor, the group had implemented a 10-module new manager training program focused on managing at Autodesk. As a result of this program’s success, there was an increase in demand for more online, general-purpose management skills training. With Harvard ManageMentor, Autodesk is able to offer this skills training without their learning group’s having to create all-new content. Autodesk has also taken advantage of the tools designed to help organizations roll Harvard ManageMentor out, which has helped them cascade learning throughout the company. Harvard ManageMentor has grown rapidly at Autodesk. In three years, the number of users has increased from 500 to 2,500, and nearly all these learners are actively using Harvard ManageMentor.

UNITED STATES | EUROPE | INDIA | SINGAPORE

> For more information, visit: www.harvardbusiness.org

Imagining, Designing, and Creating a Better Learning EnvironmentTo meet the challenges of developing a unified learning environment that could scale to meet demand, Autodesk’s HR learning and development team looked to Harvard Business Publishing. Harvard Business Publishing worked with Autodesk to build a strategy for a successful blended learning approach that would augment existing face-to-face initiatives. To illustrate the possibilities that online learning opens up, Harvard Business Publishing and Autodesk implemented a learning café on global, virtual collaboration, a key strategic area for the company. The café showcased content from Harvard ManageMentor, an on-demand resource for leadership and management skill development.

Cascading Learning GloballyAfter mapping Harvard ManageMentor modules to Autodesk’s core competencies, the learning team began introducing the program to HR partners around the world. Partners were invited to take the content—overall modules and individual tools—and run with it. Today, Harvard

ManageMentor has been widely adopted throughout Autodesk and is an increasingly important part of HR’s overall curriculum offerings for both leaders and individual contributors. It is used as prework for team workshops, and supplements gaps in classroom-based offerings. Harvard

ManageMentor is also part of the standard performance management process. Learning cafés are widely used and highly regarded for their flexibility and the opportunities for interactivity they offer.

Autodesk Gets Creative with LearningAutodesk’s products are all about fostering creativity, so it’s not surprising that the company itself has gotten creative with Harvard ManageMentor. One example: The learning and development team was working with a group whose goal for the year was improving managerial effectiveness. They had both managers and their direct reports take the Managing Up module. During the debrief (conducted as a café), direct reports sat with their managers to provide feedback on management styles and suggestions for improving communications.

C L I E N T S U C C E S S S T O R YA U T O D E S K

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© 2015 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School.

“Harvard ManageMentor is serving an increasingly important role in our online learning.”Harry Wittenberg, OD Specialist, Autodesk