The case gives an account of how e-learning was integrated in to the
corporate learning strategy of the US based Motorola, one of the leading
providers of telecom products & services in the world. It describes the
Self-Directed Learning (SDL) approach adopted by Motorola and explains
the rationale behind pursuing this approach. Motorola’s use of
technology in learning is discussed in detail which subsequently evolved
in to a full-fledged e-learning initiative. The case describes the
e-learning initiative and the challenges faced by Motorola in getting
employees to take courses through e-learning. The steps taken by
Motorola to motivate employees for e-learning are also discussed. The
case finally explains m-learning and the benefits Motorola expects to
reap from m-learning.
“We need to embed e-learning in the DNA of every employee. It helps make
everyone comfortable with embracing new technology, which is a
corporate-wide goal. This can become a very powerful model – the idea of
learning at work.”
- Jill Brosig, Director of Learning and Development,
Motorola.
INTRODUCTION
At the US-based Motorola Inc. (Motorola), one of the largest providers of
wireless, broadband and automotive communications, semiconductors, and advanced
electronics products and services in the world, learning has always been an
imperative.
Right from the year of its inception in 1928, the company
encouraged learning by employees. By the 1990s, Motorola had emerged as a model
organization in the corporate world for employee training and development,
largely due to the company’s commitment to educating its employees.
The establishment of Motorola University (MU) in 1989 strengthened Motorola’s
reputation as a leader in corporate training. MU provided employees with
instructions that were in tune with the company’s business goals. For
instance, if the business goal was to reduce the product development cycle time,
the university would be asked to develop a curriculum for this.
Then, the course would be taught to employees by internal or
external trainers. Thus, training helped Motorola achieve better results.
However, it was difficult for MU to train employees in different locations
across the world. The cost of imparting traditional classroom learning was also
high.
To overcome these problems, Motorola introduced Self Directed Learning (SDL)
into its training strategy. In the SDL mode, employees were required to set
their own learning goals and the pace of learning. SDL helped the company
deliver the relevant training to its employees, and keep them abreast with the
latest technologies. Individual learning needs could also be catered to using
SDL.
Case Code
ITSY052 Case Length 13 Pages Period
1998-2005 Organization
MOTOROLA
Pub Date 2005 Teaching Note Available Countries US Industry
Telecom
Issues
The case is designed to help students to:
• Understand the advantages of the Self-Directed Learning approach at
Motorola.
• Analyze the impact of technology on the training and development
efforts of a company.
• Develop a conceptual understanding of e-learning and the advantages of
learning through this approach.
Examine the drawbacks of e-learning.
Keywords
Motorola, Motorola University, E-Learning Value Chain, Self-Directed
Learning, Motorola Training and Education Center, Motorola Learning
Policy, I-Cubed Sessions, College of Learning Technologies, Corporate
Training and Management Development.
Please note:
This case study was
compiled from published sources, and is intended to be used as a basis for
class discussion. It is not intended to illustrate either effective or
ineffective handling of a management situation. Nor is it a primary
information source.
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