Corporate E-learning Strategy

Not th e leas t factor , when lau nching th e corp orate tr aining, is str ategy dete rmination. On the one hand, an e ducational institution has to follow the mar ket and be able to satisfy the demands of corporate clients and companies. I t is a s o called market adaptation. However, th is approach implies a number of shortcomings. An excessive interest in mar ket ad aptation may l ead to lop -sided development of training process: the educational institution turns into the mirro r reflecting th e co rporation opinion and moulds its vision of the future only due to demands of the corporation. In contrast to th at, there is an approach when the e ducational institution se arches appr opriate de velopment directions independently, thereby taking the lead over corporations’ de mands an d c ompetitors. Suc h e ducational institution te nds to e xcel in change s, w hich happe n i n the market, and to make the strategy satisfy future interests and demands of the corporation. Traditional tra ining is grou nded on th e disciplinary approach to tr aining. How ever, today busine ss f aces c omplex problems which solution c an be found at the joints of disciplines and act ivities. Compan ies need mul tidisciplinary approaches to training. It is ve ry impor tant to ke ep the balance be tween c onditional tr aining with the disc iplinary approach and t raining in par tnership for multidisciplinary programs. This p aper d escribes th e exa mple of corp orate e-l earning course for managers and to p managers from a major telecommunication c ompany. Each module is de dicated to a concrete in terdisciplinary top ic d eveloped b y a g roup of several tea chers. Practi cal p art of th e modu le con sists of concrete p roblems, which employees h ave to s olve while training.