Big Problem A major organizational disruption required colleges and universities to adopt new ways of teaching and learning almost overnight. Learning technology had become mission-critical, but technology itself was no longer the limiting factor. Institutions needed faculty, instructional designers, administrators, and executive leaders to confidently adopt entirely new ways of working, without the luxury of traditional implementation timelines. Symptoms "We've never done it

Big Problem Customers needed strategic guidance beyond software implementation, but no repeatable consulting offer existed to help customers translate technology into organizational capability. Symptoms Customers need more than software, they’re asking us for more help. How do we productize our expertise? The Context A new feature set offered niche users with powerful tools, and training focused on clickstreams, not strategy and capability development. My Role Developed the c

Big Problem Platform ustomers purchase immediately risked high-stakes adoption, and long-term customer value depended too heavily on champions and IT support rather than repeatable organizational adoption. Symptoms The thing I hear that triggers me to think about Customer Education as a solution are things like: “We have one chance to get this right or this investment won’t be worth it.” “We haven’t changed this system ever, so we don’t know how to lead this.” The Context Imp