An informal history of eLearning - Jay Cross
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Preface
An informal history of Intellectual capital has become more valuable than
eLearning hard assets. Networks are replacing hierarchy.
Time has sped up. Cooperation edges out
competition. Innovation trumps efficiency.
Jay Cross Flexibility beats might. Everything’s global. The
past no longer illuminates the future. We need
fresh thinking. eLearning was supposed to be the
answer.
Some of the material ahead is controversial. It’s
probably better to skip around than to plod
straight through. I’d prefer that you take away a
few things than that you read all the words. There’s
no test at the end. That reminds me of a story.
A group of Harvard students was given a paper
on urban sociology and told, “Read this. You will
be tested.” A matched group across campus was
given the same paper and told, “Read this. It’s
The author
quite controversial and may be wrong. You will be
Jay Cross is the Founder of Internet Time Group, Berkeley, tested.” The second group did much better on the
California, USA and CEO, eLearning Forum. test. Why? Because uncertainty engages the mind
and the senses.
Keywords When you come upon an outrageous claim or
Learning methods, Computer based learning, misspelled word, I may have done it on purpose to
Workplace training, Internet help you learn. To engage your mind.
Abstract
eLearning: snake oil or salvation? Changes in the world are
forcing corporations to rethink how people adapt to their An informal history of eLearning
environment. How do people learn? Why? What’s eLearning?
Does it work? This paper addresses these questions and recounts Forget about college, classrooms, courses,
the history and pitfalls of computer-based training and curricula, credits, and the campus. We’re going to
first-generation eLearning. It traces the roots of CBT Systems, chat about eLearning. This is corporate.
SmartForce, Internet Time Group, and the University of Phoenix.
It takes a person to five years of TechLearn, the premier
eLearning conference, from dot-com euphoria to today’s real- What is learning?
time realities. The subject-matter here is corporate learning, in We really know very little about the process of
particular mastering technical and social skills, and product learning, how the mind works when learning.
knowledge. The focus is on learning what is required to meet the We’re very good at pointing and naming, so we
promise made to the customer. While there are parallels to have parts of the brain labeled synapse, neuron and
collegiate education, the author lacks the experience to draw
cortex, and theories about how it all somehow
them.
works together and enables us to learn, but
Electronic access learning remains one of the life’s great mysteries.
That aside, in more practical terms, learning is that
The Emerald Research Register for this journal is which enables you to participate successfully in
available at
your life and in the environments that matter to
www.emeraldinsight.com/researchregister
you. Learning involves meshing new material into
The current issue and full text archive of this journal is what you already know. Learning creates neural
available at connections and rewires your brain. Successful
www.emeraldinsight.com/1074-8121.htm connections build knowledge to help you prosper.
Learning is a series of course corrections to keep
you headed in the right direction. Try, fail,
succeed, and try again. Learn. It doesn’t stop until
you die.
On the Horizon Deep thanks to David Grebow, a visionary in
Volume 12 · Number 3 · 2004 · pp. 103-110 corporate learning, for suggesting numerous
q Emerald Group Publishing Limited · ISSN 1074-8121 clarifications and additions to the original
DOI 10.1108/10748120410555340 manuscript.
103An informal history of eLearning On the Horizon
Jay Cross Volume 12 · Number 3 · 2004 · 103-110
The same goes for organizations. When you facilitate virtually all learning. Most corporate
stop to think about it, organizations are no more or learning today is at least in part eLearning. It has
less than a loosely-knit collection of brains. In a become trite to point out that the “e” doesn’t
very real sense, corporations have a corporate IQ. matter and that it’s the learning that counts.
It goes up and down (and is just waiting for If you ask me, I don’t think the learning counts
someone to come along and measure it!). for much either. What’s important is the “doing”
Regardless of the number, the organization learns that results from learning. If workers could do their
the same way you learn. Hopefully, the successes jobs well by taking smart pills, training
outnumber the failures, and the corporate IQ departments would have nothing to do except
increases every year. order the pills and pass them out. Executives don’t
care about learning; they care about execution. I
may talk about “learning” with you, but when I’m
How do people learn?
in the boardroom, I’ll substitute “improving
One of the best ways to learn is social; we learn
performance.” You can tell I’ve been away from the
with and from other people. We learn by doing.
campus for a while.
Aristotle said, “What we have to learn to do, we
learn by doing,” and Einstein echoed, “The only
source of knowledge is experience.” (Aristotle Heavier than air
added, “We cannot learn without pain.”) The world you experience, the things you know,
Confucius said, “I hear and I forget. I see and I the people you love? That’s your story. It’s all in
remember. I do and I understand.” And I’ll add your head. It’s your reaction to the pulses and
that if I hear and see and do and then practice and waves your senses pick up. I don’t mean to debunk
teach, I understand even better. the mind’s internal interpreter, for without its
intermediary filters and pattern recognizers, life
Why do people learn? would resemble the lightshow sequence in
People learn because they have an innate desire to Kubrick’s 2001, a jumble of incomprehensible
excel, the promise of reward, the fear of overload and static.
punishment, the lure of advancement, social Writing this, I’m in Seat 42G on Air France
pressure, peer pressure, curiosity, a quest for Flight 083 from San Francisco en route to Nice. I
understanding, the satisfaction of look forward to long flights. My seat is a sensory
accomplishment, status, pride and more. You have deprivation tank, a great place to be alone without
your own reasons which I’m sure you can name. jangling telephones, social obligations, online
Corporations fund learning because they want temptations, or even a dog pleading for a walk. I do
employees and partners to perform faster and my most creative work while strapped into a seat in
better, to create value through innovation, to beat one of these ateliers in the sky.
the socks off the competition and to make more I am ecstatic about going to Nice. A free stay
money. The value of learning is in the eye of the with friends in an exotic locale. Fresh sites, culture
beholder. shock, thinking in a different language, new tastes,
intriguing odors, bargaining in the markets, and
the joy of pushing outside of the complacency of
What was eLearning?
home. I expect to learn a lot. I always do when I
Before anyone called it eLearning, in late 1997,
push outside my comfort zone.
learning guru Elliott Masie said, “Online learning
That’s how learning happens. Outside one’s
is the use of network technology to design, deliver,
comfort zone. Exposed to new things.
select, administer, and extend learning.” In 1998, I
Incorporating them into one’s experience. Taking
wrote, “eLearning is learning on Internet Time,
life’s lessons and adapting them to make the world
the convergence of learning and networks.
a better place, and to lead a happier life. Challenge
eLearning is a vision of what corporate training can
yourself and your brain gets heavier with new
become. eLearning is to traditional training as
neurons.
eBusiness is to business as usual.” In 1999, Cisco
My flight is lifting off. “Préparez-vous pour la
told us, “eLearning is Internet-enabled learning.
décollage.” French comes before English on Air
Components can include content delivery in
France. Another opportunity for reflection. And
multiple formats, management of the learning
for remembering that learning is a whole-body
experience, and a networked community of
experience. Hormones had me thinking that I was
learners, content developers and experts.”
to prepare for the décolletage, but that’s something
different entirely.
What is eLearning? The woman to my left, Denise, and I converse
Today, five years after I coined the term briefly. She’s off to Barcelona, where her husband’s
“eLearning,” we live in an e-world. Networks attending a business meeting. I tell her Barcelona’s
104An informal history of eLearning On the Horizon
Jay Cross Volume 12 · Number 3 · 2004 · 103-110
beautiful, that Spanish waiters regard a heart-felt released in the market, a clear competitive
“Estupendo!” more valuable than money, and that I advantage. The firm fielded a superlative field sales
courted my wife just south of Barcelona while force. When CD-ROM became the new training
Franco was still in power. Denise’s only other trip technology of choice in the mid-1980s, CBT
to Europe was last year. To Nice. And she tells me Systems converted all of its courseware to the
the walks above the town where restaurants cluster medium and set up a human factory for churning
along tiny, twisting streets, were superb. out new titles. As the 1990s closed, CBT Systems
Conversation gets right to the heart of the offered the broadest array of CD training titles of
matter, no matter what the matter is. It’s a any company in the world, more than a thousand
wonderful way to learn. To bad it has been all told, more than 95 percent focused on IT
banished from teacher-student dialog, stunting (Information Technology).
learning and making schooling dull as dishwater. Corporations snapped up CD-based training
But I’m getting ahead of myself. I’d like to share a because CDs were dirt cheap compared to live
bit of the history of eLearning. instructors. And IT was suddenly appearing
everywhere, an indispensable part of doing
business and staying competitive. The knowledge
of how to “do it” was in great demand.
The pre-history of eLearning In the late 1990s, rumors began to circulate that
the CD-based training courses weren’t living up to
1984. George Orwell. The Mac debuts. CBT expectations. You could visit the IT shop of a
Systems is founded. (CBT ¼ computer-based company that had licensed the entire CBT
training). Systems library and find no-one who had taken a
Bill McCabe, an extraordinary Irish course! Dropout rates were incredibly high. Most
entrepreneur, had come to America to pursue his people simply weren’t interested in learning alone,
dream. The Irish tiger had not yet awakened, and sitting by themselves in front of a box that was a
Ireland was too conservative to support venture cheap substitute for an instructor in a class. If they
capitalists, IPOs, or entrepreneurs. So McCabe, got stuck or made a mistake, there was no one to
having failed to become European manager of a turn to. They missed fellow learners to coax them
software classroom-training firm in the UK, struck on. The workshops they used to attend fended off
out on his own and set up shop in entrepreneur- interruptions. That worked better than learning at
friendly northern California. their desks (amid continual interruptions) or at
His vision was to train computer professionals home (which was generally resented and often
with computer-based training, at the time a radical accompanied by the distractions of kids, television,
idea. Customers no more thought they should pay and dogs to walk).
for training than today’s cybercitizens expect to
pay for content on the web. IBM and UNIVAC
and Honeywell and NCR and DEC gave away
training with the software they bundled with their eLearning makes the scene
hardware. It all took place in a classroom. In the
mainframe world, you paid your entry fee and got Greg Priest had become President and CEO of
what you needed. There was no incentive to pay CBT Systems in 1998 when the first cracks in the
for training. McCabe had been turned down by CD model began to appear, and CBT Systems
every major hardware vendor and was ready to missed its revenue projections. Greg is an off-scale
return to Ireland when he met someone who had brilliant man, a former Wilson-Sonsini attorney
complex software – but no hardware – and who had graduated top in his class at Stanford Law
certainly not enough people to satisfy the need for School and clerked for Supreme Court Justice
folks to learn how to use it. Thurgood Marshall.
Lotus Notes in Cambridge, Massachusetts Greg had a vision of what would follow
(pre-IBM) became the first CBT Systems computer-based training. The Web would replace
customer. Most of CBT’s software was written in CDs. His model for the future was a project CBT
Ireland, the India of its day in terms of wages. Systems had done for UNISYS. UNISYS had
Training without the cost of instructors and figured out that it could boost revenues $10
classrooms captivated the imagination of the million a year by accelerating the certification, and
cyclical computer industry. Other vendors signed hence the billing rates, of its computer services
up. After a while, CBT Systems offered computer- staff. CBT Systems helped create UNISYS
based training for every major vendor’s software. University, which not only delivered content over
Because the vendors needed skilled customers the Web, but also provided a personalized learning
the day a new release appeared, CBT got an inside portal, tracking systems, online newsletters,
look at new developments before they were discussions groups, and just about every other bell
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Jay Cross Volume 12 · Number 3 · 2004 · 103-110
and whistle one could imagine at the time. It was company, in the mid-1990s, we were seduced by
eight years ahead of IBM’s Learning On Demand. the lure of CD-ROM. We began pouring our
Greg figured everyone would migrate to this form energy into building CD-based courseware.
eventually, just as e-commerce was morphing into It’s difficult to overestimate the impact of
e-business in the larger business world. More and CD-ROM on instructional designers. CD brought
more people in Silicon Valley were coming to realistic video to the desktop. You could immerse
believe that it would be a web, web, web world. learners in a mock scenario, branching to different
Greg hired an EVP of marketing who had situations based on their decisions. Development
started and sold a successful software company was costly but after that, variable costs were almost
and later managed major marketing efforts for nil. Our firm undertook millions of dollars of
Novell. Luckily for me, the fellow knew nothing development projects.
about eLearning, so he entered “eLearning” into Then the Web came along. For me, it was love at
Alta Vista, the search engine of choice five years first byte. My intuition told me this was where
ago, and my name came up nine times, followed by things were headed. I made a nuisance of myself
that of Cisco, whose chairman, John Chambers, trying to divert some of our company’s limited
had just told the audience at Comdex that resources to the Web. There are some things you
eLearning was going to be so big that it would can change, and some you cannot change, and
“make email look like a rounding error.” My career after 12 years, I had the wisdom to know the
as an eLearning consultant was launched. difference, and left the firm.
I was still drawn to the Web as a moth to the
flame. I talked with Netscape, Cisco, Intel, and
anyone else who would listen. I wrote about the
Internet Time Group coming convergence of learning and the Internet. I
In the late 1970s, having graduated from business coined the word eLearning (although I think a
school in the East and migrated to California, I number of us did so simultaneously; it was in the
took on a market research project for an outfit in air. Weboholic that I was, I posted my thoughts
San Jose named The Institute for Professional about eLearning on the Web. “Information wants
Development. They asked me to assess the to be free,” said Stewart Brand. That’s how CBT
demand for an off-campus business degree Systems found me in the top nine slots on Alta
program. After talking with Foremost-McKesson, Vista.
Fairchild Semiconductor, Memorex and others, I
reported back that such a program would sell like
hotcakes.
The Institute hired me to develop the The early days
curriculum and then to sell it. I took a self-directed
crash course in instructional design, adult CBT Systems had about 250 employees in early
learning, and small group process. I learned about 1999, but aside from the Board and a few senior
experiential learning and put together a series of 30 officers, only a handful of us knew that we were
weekly workshops, the senior year of an accredited preparing to re-orient and re-name the company.
BSBA program. The responsibility gave me We drew the drapes in the conference room when
nightmares. we met and used code-words. I was writing white
The program was adopted by Bank of America, papers, FAQs, and positioning statements. A team
Fairchild, Ford Aerospace, NASA, IBM, Atari, was prepping PR and logos. We wrote and re-wrote
Stanford, and others. We were so successful that brochure copy. I converted Greg’s initial vision
we were run out of California by the Western paper into a customer-ready overview of
Association of Schools and Colleges (which eLearning.
disdained for-profit institutions). I refused to move In October 1999, Greg announced to the
to Arizona and left soon after we morphed into the analyst community that CBT Systems would
University of Phoenix. I’d learned a lot about henceforth be known as SmartForce, The
pragmatic education and experiential learning. eLearning Company. Simultaneously, customers
Today more than 200,000 students are enrolled and employees at our offices around the world
with UoP; annual tuition revenues exceed $1 listened to Greg’s webcast and popped champagne
billion. corks. New signs went up. At the Online Learning
In San Francisco, I joined a couple of friends in Conference in Los Angeles, I signaled the master
the training business. We became quite successful, of ceremonies, Gloria Gery, who read the news to
capturing 80 of the nation’s largest banks and all of two thousand participants. We distributed carton
the regulators as customers, winning awards, going after carton of brochures and gave demos from
global, and thinking big. Like many a training CBT Systems’ tiny 10 £ 10 booth in the exhibit
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Jay Cross Volume 12 · Number 3 · 2004 · 103-110
hall. SmartForce was the only eLearning game in Flash forward to the ASTD International
town. Conference in Dallas in May of the following year.
From the signs on the bustling floor of the Expo,
you’d think every vendor was in the eLearning
business. In reality, most of them had invested in
Learning/training little but new signs. The most tenuous connection
to the Internet was defined as “eLearning.” Some
I’m always ready to learn but there are many times vendors sent email notifications to people taking
I don’t want to be trained. Training is something CD-based training and called it eLearning. Others
someone does to me; learning is something I do for offered a simple discussion board, called it
myself. To illustrate the difference, I sketch a “mentoring”, and stuck on the eLearning label.
typical training situation with the trainer in the Dot-com delusions filled the air. Times were crazy.
center with the trainees aligned around him. We In retrospect, so were we . . .
know who makes the rules, manages the activities, A year later, TechLearn 2000 brought together
chooses the subject matter, and administers the some people who’d actually tried to make
tests. In the corporate eLearning scenario, the eLearning work. They’d found that unlike
worker sits at the middle, surrounded by an array classroom events, where you can tell who showed
of tools, or learning opportunities: Web, peers, up and give them a test at the end of the week,
instructor, CBT, mentor, FAQ, help desk, etc. learning in cyberspace was a little tougher to get
The shift from trainee to worker was long your arms around. Unless you were using
overdue, and would probably have come about something like SmartForce, which was a “hosted”
with the e-phenomenon. Democracy champions (Web-based) service, tracking was tricky. People at
the individual and rules the world. Remember TechLearn wore buttons that read “Looking for an
“Brand You” and “Free Agent Nation” and the LMS” and “Strategy Anyone?” An “LMS” is a
“Army of One” and the near worship of learning management system. LMS come in a lot
entrepreneurs? All these are about promoting the of flavors. Some are simple registration systems.
individual. People matter. Others track, deliver, score, bill, bookmark,
Learning isn’t content. Learning isn’t personalize, and wash the kitchen sink. Fees run
infrastructure. Learning is a process of forging from $250 to $2,000,000. Everyone felt they
neural links. It’s new thought being wired into the needed an LMS. Many spent their entire budget
brain’s network. Hard to believe, given that the on the LMS and found themselves with nothing
brain is a chemical soup shot through with left over for training programs.
electrical charges, more closely resembling a haggis LMS madness (I think of it as the last gasp of
than a sophisticated network processor. eLearning command-and-control organizations trying to
came along at the right time to embrace the keep tabs on the unruly Web) covered over an even
learner-centric view. greater difficulty. In some quarters, eLearning
wasn’t doing a whole lot better than CD-ROM
training before it. “Learning at the desktop” was
nerve-wracking because the phone didn’t stop
eLearning spreads ringing, colleagues interrupted, and to the boss,
learning looked like goofing off. Companies
Come November 1999, Elliott Masie was relating suggested taking the learning home, even giving
“best practices” of online learning at his employees computers as encouragement, but this
TechLearn Conference at Disneyworld. Elliott is a created more resentment than learning. Same
master at cultivating and listening to good sources, wine, new wineskin.
adding a bit of common sense, and playing back It was high time for evaluation. A fellow with no
the message in a convincing, some say charismatic, real-world experience had written his doctoral
fashion. Also, he’s a truly nice guy, almost as nice thesis years earlier on evaluating educational
as his wife Cathy. effectiveness. His four levels went from “smile
TechLearn 1999 felt like Woodstock. We kept our sheets,” which are worthless in assessing outcomes
clothes on, but everyone was entranced. We were in to “impact on the organization,” which is out of the
on the “secret knowledge”. It was as if our drinks had hands of the training organization. Nonetheless,
been spiked with dot-com euphoria. There was no people were fixated with these four meaningless
limit to what we could do. Training would finally levels.
garner respect. That’s R-E-S-P-E-C-T. No longer TechLearn 2001 featured lots of hand-wringing
the flea on the wagging tail of the corporate dog. over “ROI.” If you’re going to blow hundreds of
We’re going to change the world, man. Elliott told us thousands of dollars, maybe millions, on learning
everything would be delivered via portals. management systems, courseware, more robust
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Jay Cross Volume 12 · Number 3 · 2004 · 103-110
networks, and big bills from Andersen Consulting, register dropped out early on. eLearning left a bad
your CFO will want to know what’s up. The ROI taste in their mouths. It was boring. Many people
discussions at TechLearn were inane. have told me, “I tried eLearning; I didn’t like it.”
The only ROI people talked about was They’re assuming that all eLearning is the same.
accounting, the set of rules originally cooked up to This makes no more sense than if I’d said, “I read a
count merchandise being unloaded from ships in book once; I didn’t like it. I don’t intend to read
Renaissance Venice and still doggedly holding on, any others.”
despite the fact that accounting values human A lot of eLearning was – and is – boring, rigid,
capital at zero and counts training as an expense and irrelevant. People didn’t appear to be learning
instead of an investment. Conference speakers, anything. This is nothing new. A lot of schooling is
some of whom I know to be otherwise bright boring, rigid, and irrelevant, too. The yardstick of
people, counseled trainers to go to their finance success in school, grades, is not correlated to later
departments to get an understanding of the Rs and wealth, health, success, or happiness. This is
the Is. After that it was a simple matter of division. success? Ha!
What spectacularly bad advice! In mid-2002, “Blended Learning” began
It’s not as if eLearning had become a complex cropping up in conversation. At first, blended
capital budgeting exercise. Has any decision maker meant computer learning + classroom learning.
anywhere ever bought something on the strength People who had short-sightedly defined eLearning
of an ROI number, especially one presented by a as computer-only learning talked of combining
staffer? ROI is a hurdle, not a race winner. eLearning with live workshops. Some people
Convince a decision maker you can deliver the continue to define blended learning as a sandwich
outcome at a reasonable price. It’s the likely made of alternating slices of computer learning
cost/benefit, not the ROI that counts. I’ve since and live learning. More sophisticated practitioners
written a book on the topic (Cross, 2003). were saying the blend might contain chunks of
9/11 cast a pall on TechLearn 2001. Some of the computer-mediated learning, classroom, lab,
Masie staff drove from Saratoga Springs to collaboration, knowledge management,
Orlando. Only half the expected crowd showed up. apprenticeship, case discussion – whatever mix is
My personal opinion is that 9/11 put business the best way to accomplish the job.
decision making on hold. It gave every potential TechLearn 2002 grappled with recession. The
buyer a reason to defer. America went from shock tech sector had always been a mainstay of
to mourning to indecision to procrastination. eLearning, usually accounting for more than half
eLearning thought its strategic role important the business. Software evolves rapidly; you learn or
enough to protect it in stormy times. Not true. become obsolete. The world faced a shortage of
9/11 derailed the eLearning train. programmers and systems engineers. Computers
Jack Welch, recently retired from GE and on his were great for teaching computing itself; what
book tour, took the TechLearn stage. What’s the could be more natural? So when the tech market
business case for eLearning? “Building people, cratered and techies were no longer in demand,
increasing the organization’s intellectual capital. tech eLearning faltered right along with it.
It’s the ultimate competitive advantage.” What Ethics popped up on the TechLearn stage as a
does it take for an organization to be successful? group of Chief Learning Officers talked about
“On a scale of 100, having the right people is worth whether good training could have eliminated the
about 95 points. Learning technology is shenanigans at Enron, Tyco, Arthur Andersen,
important, too, but counts for maybe 3.” Few and World.com. A senior learning officer from a
CEOs followed Jack’s lead, adopting eLearning as large bank said everyone had taken a refresher
an investment in intellectual capital. Across course on ethical behavior. The CEO of a
corporate America, “People are our most community software company pointed out that, at
important asset” was poppycock to write about in most, ten people at Enron had lied; the remainder
the annual report, not something to act on. were among the most innovative, pioneering,
Cautious corporations began to evaluate hard-working people in the nation. Paul Hersey,
eLearning expenditures with business metrics. the sage who invented Situational Leadership,
After all, the travel and salary savings of virtual garnered a standing innovation when he observed
training and meetings were a one-time that people learn ethics at home, not in a course.
phenomenon, money that was cut from Designers deem a dress a success if people say
subsequent years’ budgets. A research study by the woman wearing it is beautiful, rather than
Masie and ASTD found that two-thirds of complimenting the dress. Similarly, eLearning will
employees offered voluntary eLearning never be successful when it fades into the woodwork and
bothered to register. One third didn’t register for is no longer noticed. That’s what we’re going
compulsory eLearning. Many of those who did through now. Monolithic library publishers are
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Jay Cross Volume 12 · Number 3 · 2004 · 103-110
dead or dying; SmartForce is no more. Companies .
launching new products and services globally;
are pulling eLearning in-house, weathering .
rolling out enterprise systems such as CRM
gruesome economic conditions by using what and ERP; and
they’ve got, even if it requires a lot of patching with .
documenting regulatory compliance.
duct tape, rather than buying new stuff. The
As author William Gibson has noted, “The future
doctrinaire, formulaic approach that mandated
is already here. It’s just not evenly distributed.”
total control with an LMS is loosening up.
Many concepts in America start in New York or
Elaborate multimedia programs have been joined
Boston, San Francisco or LA – and hop to the
by quick-and-dirty courselets and narrated
opposite coast. Slowly, they migrate to the center
PowerPoint presentations. Is anybody learning
of the country, often taking years to make the
what they need to learn?
journey. eLearning follows the pattern. On the
As I prepared to head back to Disneyworld for
coasts, “e” is a consideration whenever training
TechLearn 2003, eLearning was in the doldrums.
issues are discussed. In the middle of the country,
The economy was down, the tech sector way
many companies are skeptical of the world beyond
down. Attendance at eLearning conferences was
the firewall, and doling out generic courseware
off 50 percent or more. eLearning magazine
passes for eLearning.
decided to issue six issues a year instead of 12. Two
Executives who cling to yesterday’s haphazard
weeks later, they said they would become a
means of developing their people suffer from
quarterly. I haven’t received an issue in four or five
corporate dyslexia: they can’t read the handwriting
months. Online Learning magazine has ceased
on the wall. In the age of information, learning is
publication. Vendor revenues have declined.
the ultimate survival skill. Bright, knowledgeable
Nonetheless, corporations are creating and
people with the mental agility and tools they need
implementing more eLearning than ever before.
to find out what they need to know and do are the
Many success stories aren’t reported by industry
key to corporate success. In some ways, the more
analysts because they are “Home Depot learning”
things change, the more they stay the same. It’s
– lots of in-house projects and do-it-yourself jobs.
how we survived the predators on the savannah,
Some organizations are finally putting the
eLearning software bought in previous years to the ice ages, the shifting economic eras and more
work. to get here. Learning has always been humanity’s
TechLearn 2003 was more upbeat than 2001 ultimate survival skill. Corporations and industries
and 2002. IBM’s Nancy DeViney said, “Learning have replaced yesterday’s villages and tribes.
has become mission critical. Learning must eLearning promises better use of time,
support overarching business goals. Learning is accelerated learning, global reach, fast pace and
part of the overall package IBM offers.” accountability. It’s manageable. It cuts paperwork
Elliott Masie told his audience that learning tech is and administrative overhead. But before you sign
changing faster than its customers and business the contract, remember that at least half the time,
units are making more training decisions. “We’ve eLearning fails to live up to expectations.
bought a lot of Learning Management Systems but
haven’t done that much Management of
Learning.” IBM’s DeViney again, said “We believe
work and learning will become indistinguishable Skeptical executives
over time.”
eLearning is joining an array of tools to improve Your budding 16-year old daughter says she’s
business performance. Business metrics are going to take sex education at school and you’re
replacing training metrics. The success of an relieved, but she tells you she plans to participate
eLearning initiative is measured in customer in sex training and you’re unnerved. Why? Because
satisfaction, quicker time-to-market, higher sales, outside of the world of education, you learn by
and fewer errors. eLearning is proving useful for doing things. Even college is just academic: “I
organizations: would have changed my major if I’d known the big
.
accelerating business processes; philosophy companies wouldn’t be hiring this
.
making mergers work; spring.”
.
improving the productivity of sales channels; Small wonder that executives hear the word
.
helping customers become smarter buyers; “learning,” think “schooling,” and conclude “not
.
enabling vendors and partners to work more enough payback.” We need models to describe
closely and quickly; learning that don’t dredge up the bad baggage of
.
accelerating the orientation of new employees; schooling. This emperor needs new clothes. We
.
bringing new leaders up to speed faster; need to cross the chasm between “schooling” and
.
aligning the workforce with current strategy; “learning in the workplace”.
109An informal history of eLearning On the Horizon
Jay Cross Volume 12 · Number 3 · 2004 · 103-110
Next References
In researching my book Implementing eLearning
(Cross and Dublin, 2002), I interviewed dozens of Cross, J. (2003), Metrics, Internet Time Group, Berkeley, CA.
companies and concluded that the best “best Cross, J. and Dublin, L. (2002), Implementing eLearning, ASTD
practice” of them all is to treat learners like Press, Washington, DC.
customers. This turns the tables on the traditional,
more formal and less personal, school model.
Imagine the teacher serving the student.
Knowledge is co-created, so we must keep the
individual an equal partner, not a “recipient.” Further reading
That’s the direction in which we’re headed.
In the next issue of On the Horizon, we’ll address Adkins, S. (2003), Workflow Learning, Internet Time Group,
the future of eLearning . . . and its customers. Berkeley, CA.
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