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The Washington State Board of Community and Technical Colleges (SBCTC) faced a significant challenge when they decided to roll out new software across several campuses. The primary issue was how to effectively train employees to use the new system in a scalable manner. Corinne and Gretchen, who were in charge of instructional design, realized that creating training material for the new system was going to be a substantial task using their current workflow. They also identified that employees were struggling to find answers to their questions about the new system. The creation of content was not only time-consuming, but once it was created, it was not easily accessible or searchable for the employees. The training process became overwhelming due to the lack of well-established resources and workflows.

Adaptive Insights, a SaaS business with over 4,000 customers, faced a significant challenge in training its end users and partners on its suite of financial planning tools. The company's small team of three, led by Sr. Content Developer for Education & Development, Diane, was tasked with creating all the training content for both live and self-paced training sessions. The live training sessions were conducted during the Adaptive Insights user conference, where around 1,000 end users were trained. The self-paced training, managed in Litmos, catered to over 9,000 end users and 1,500 partners. The team found it inefficient and challenging to create and manage the vast amount of visual training material using Word and Litmos. The process was time-consuming, and it was difficult to create separate guides for instructors and attendees during live sessions.

Cushman & Wakefield, like many international service firms, faced significant challenges in training employees on internal policies and procedures. The primary issue was the scattered nature of resources, making it difficult for employees to find the right training content when needed. The company needed a centralized knowledge base where Subject Matter Experts (SMEs) could contribute their knowledge, and employees could easily access this information. Additionally, the Senior Training Manager, Derek, aimed to enhance the employee experience of using training materials and gain more control over the content and format of the knowledge base.

The Fortune-500 medical device contact center was facing a significant challenge with its training strategy. The center, which assists patients and nurses experiencing difficulties with their medical devices, required its representatives to have a comprehensive understanding of complex processes and information. The existing training program was not only expensive but also time-consuming, requiring new hires to travel to a single location for six weeks of intensive training. The pressure to memorize complex procedures often left new hires physically ill due to the fear of making mistakes. Even after the training, it took representatives 12-18 months to achieve proficiency, with most still relying on supervisors for support on calls.

ICEFLO, a SaaS product, has been a significant player in the technology sector since 2008, aiding large organizations in managing complex technology change events. It serves as a collaboration platform for building, rehearsing, deploying, and reviewing technology cutover plans, replacing the traditional disjointed communication methods such as spreadsheets, emails, instant messages, and conference calls. However, the company faced a significant challenge in training a large number of users in a short period. The team, led by Jackie, needed a tool that could expedite the training process and be passed off to the customer for their future training purposes. Furthermore, Agenor, the company behind ICEFLO, required software that could effectively create training materials to train customers on three specific modules within a month.

The Business Process Outsourcer (BPO) was facing a challenge with its newly hired call agents. The new agents were taking up to 60 days to feel confident in handling every type of customer call. This was affecting the efficiency and productivity of the call center. The BPO was looking for a solution that could reduce the time it took for new agents to become proficient in their roles. One of the key metrics of proficiency for the BPO was handle time, which was not improving with the current training methods. The new agents often had to put customers on hold to ask for help from their colleagues, which was increasing handle time and reducing customer satisfaction.

Advanced Tech, a leading technology company, was on the verge of rolling out new software across its organization. The Business Systems Manager, David, was tasked with overseeing this massive implementation. However, he faced significant challenges with the existing options for training employees. The creation and organization of training materials were proving to be a daunting task, and tracking its usage was equally challenging. David was in dire need of a solution that would simplify the process of creating, organizing, and delivering software training to his employees.

The B2B technical helpdesk, supporting over 400 different estates across the hospitality, leisure, and service sectors, faced a significant challenge in managing its vast array of policies and procedures. With over 10,000 sites across more than 400 customers, the helpdesk needed a more efficient way to onboard new clients, support existing ones, and retain its staff. The technical teams had their processes and documents scattered across multiple platforms, including SharePoint, Wikipedia, and ITSM system. While these platforms provided support guides, they were not efficient in helping the technical agents find the resources they needed quickly. This inefficiency resulted in customer delays, inconsistent customer experiences, and longer call handling times. The guides, often generic overviews, were complex and confusing, slowing down the agents as they had to search for specific procedures to resolve tickets. Furthermore, due to the complexity of each customer and the large number of products and features supported, training new agents was a lengthy process, taking up to 6 months on average.

Baxter Healthcare, a Fortune-500 contact center, was faced with the daunting task of launching a new operation in 120 days. The company had recently acquired a new call center and decided to move the contact center to nearshore (Mexico) from offshore (India). The director was tasked with launching the contact center in Mexico within the stipulated deadline. The challenges were manifold. They had to hire and train all new agents and trainers, a total of 30 personnel. The operations director and his team had no prior experience with the product or the company they had just acquired. The existing documentation was completely out of date. Everything was new and they had a short four-month window to get a call center up and running for the new product. Moreover, all the training had to be done remotely.

Brigham Young University - Idaho (BYU-Idaho) faced a common challenge in the education sector: teaching students, parents, and faculty how to use campus technology. The primary issue was content creation. Arlen Wilcock, BYU - Idaho's Faculty Technology Consultant, and his team were using Adobe InDesign to create PDF guides. However, InDesign was not intuitive for all student employees, limiting the number of staff who could create documentation. This resulted in a bottleneck in content creation. Additionally, the format of their documentation, being confined to PDFs, was another challenge they faced.

Cloudbeds, a rapidly growing hospitality management software company, was facing significant challenges in creating and integrating documentation. The company's VP of Customer Success & Services, Colin Slade, and his team were struggling with the speed and quantity of content they could produce using their existing tools, Google Docs and Word Docs. The team was tasked with documenting a large amount of material, both internal and external, and found it particularly challenging to integrate screenshots into their documentation. The need for a more efficient and effective solution for their document generation issues was evident. They required a tool that would allow them to create content and documentation quickly, easily, and with integrated screenshots.

connectFirst, a Canadian credit union, was preparing for a significant expansion by merging four credit unions. This expansion aimed to deliver a consistent member service experience across 40+ branches in Alberta. However, this meant that connectFirst needed to standardize policies and procedures accessible to all of their 740 employees. The challenge was to harmonize documents scattered across four divisions, each with its own banking system and processes. Furthermore, these divisions had been documenting policies and procedures using different tools, including OneNote, SharePoint, and Word docs, which made it difficult to edit documents and find necessary articles. With the expansion, they needed each of their 40+ branches to have access to up-to-date information.

A Fortune-500 medical device contact center was facing a significant challenge in managing complex troubleshooting processes for their medical devices. The contact center representatives were tasked with handling complicated device alerts and alarms, often leading to unnecessary exchanges of medical equipment. The existing technical guides, meant to aid in troubleshooting, were too complex and difficult to follow during live calls. Representatives had to navigate through numerous folders and documents in their shared drive, some of which were hundreds of pages long. This cumbersome process resulted in mishandled calls and incorrect troubleshooting, leading to unnecessary shipping costs for devices that had no issues. The complexity of the guides and the inefficiency of the process were causing frustration among representatives and costing the company millions of dollars.

A multimillion-dollar manufacturing company was grappling with the aftermath of two failed CRM implementations. The lack of a unified CRM system led to a disjointed sales process, causing inefficiencies and missed opportunities. Sales representatives, for instance, were unable to log potential contacts into a mobile CRM during industry conventions. As a workaround, they resorted to recording contact information in Word documents or Excel sheets. This approach had two major drawbacks: it was impossible to track if new contacts had previously interacted with the company, and representatives would selectively load contacts into the CRM later, leading to missed opportunities and duplication of work. The inconsistent data also made it challenging for sales managers and executives to generate accurate reports. The company needed a centralized CRM system for their national, regional, inside, and partner sales reps, and a uniform method for managing CRM at the corporate level.

In the Fall of 2018, The Peninsula Jewish Community Center (PJCC) decided to upgrade its customer relationship management (CRM) system, built on Salesforce Lightning, to streamline its operations and offer its guests a more personalized experience. The challenge was to train over 200 employees on how to use the new CRM system effectively. The Salesforce Support Specialist, Ryan, was tasked with this responsibility. He was determined to avoid traditional training methods that could potentially bore the employees and affect their learning process. The challenge was not only to familiarize the employees with the new system but also to ensure that they were ready to use it effectively as soon as it went live.

The Royal College of General Practitioners (RCGP), the largest medical royal college in the UK, faced a significant challenge in replacing a decade-old legacy system with a new CRM that managed events and subscriptions. The transition required not only the successful implementation of the new system but also the training of RCGP's employees to ensure a smooth rollout. The challenge was to manage the change effectively, ensuring that the employees were well-versed with the new system and could adapt their existing processes to it. Owen, a change management consultant, was brought on board to assist RCGP in this transition.