PROJECT
How XPLANE and TiER1 integrated learning design studios.
Summer–Fall 2023
When TiER1 acquired XPLANE, they expanded their portfolio of people-centered strategy and learning services. It was a great fit—both emphasized designing workplaces where people can do their best work and make a better world. However, it was less obvious how to integrate the teams in different timezones, with different product lines and target audiences into a combined Performance Institute strategy.
PROBLEM
Teams in different locations with different products need to make a shared plan moving forward
SOLUTION
Facilitate co-creative workshops to define products, audiences, processes, and prototype a new subscription model
IMPACT
Tech platform selection and integration plan
Defined suite of products and services by target market
New marketing funnel and product line approved by executive leadership
Metrics to measure program effectiveness, business objectives, and employee experience
Similar mindsets, different approaches.
I guided the XPLANE and TiER1 teams to explore the similarities, differences, and opportunities they faced. The team leaders then presented the new shared vision for an integrated Performance Studio to the TiER1 executive leadership. Our work sought to:
Deepen XPLANE as a trusted resource within the catalog of TiER1 products and services
Prepare a roadmap for the technical and learning development transition team
Create a business case and prototype for a new learning product subscription
CRITICAL DECISION #1
Which tech platform to use?
XPLANE and TiER1 each used a different learning management platform. TiER1 was also implementing a third system. The team wondered how best to use technology to reduce workload, provide business insights, and craft the ideal customer experience.
I used a visual matrix to unpack the differences between Learning Experience Platforms (LXP) and Learning Management Systems (LMS). This enabled the team to compare features against business and experience objectives.
The XPLANE team chose to stick with what was familiar for the near term. They and the TiER1 team would collectively build the platform for the future, using their new knowledge.
CRITICAL DECISION #2
What products and services will make up the integrated Performance Studio?
Before deciding which products and services would make the cut, the teams needed to be on the same page. They needed shared definitions describing each product and experience. I facilitated a structured sketching and discussion session to explore each other’s perspectives and agree upon shared definitions.
The team used their new definitions to map the types of learning experiences and relevant topics that would guide customers through the sales funnel. I provided digital worksheets for the teams to outline the key elements of each product type, followed by structured discussions for the teams to explore together.
CRITICAL DECISION #3
How do we know we’re on track?
Both teams emphasized research and gathering learner data as a core part of human-centered design. They applied the same rigorous approach to their internal business and product design process, asking:
Are we delivering on our product promise and creating value for customers?
Are customers moving through the conversion funnel?
Are we able to withstand external and internal shifts?
I led the teams to define metrics for program coherency measuring desirability, viability, feasibility, learning, community, and impact.
Results
At the end of our engagement, the teams were more familiar with each other. They trusted each other because of a deeper understanding they built together.
We created process and ecosystem maps, summary product one-pagers, performance metrics, and a business case for a new learning experience product. The teams presented these to the executive leadership as guidance for further integrating the two organizations.
Each team leader also had a list of immediate actions to build out additional content and evaluate tech platforms. They were now ready to run and confident in a shared future.
ABOUT TiER PERFORMANCE INSTITUTE
TiER1’s mission is to improve organizations through the performance of people to build a better world. They provide consulting, design, and training services to activate strategy and enhance employee performance. Their work powers some of the world’s biggest brands.