Big Problem Acadeum recognized a strategic opportunity to expand adoption among public and land-grant universities but needed greater institutional credibility to establish trust within a market characterized by long buying cycles, complex governance, and relationship-driven decision-making. Symptoms We know this market is important How do we gain traction with public institutions? How do we build credibility before we start to sell? The Context Successfully entering a new st

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 Colleges and universities faced mounting enrollment declines and increasing financial pressure. Although the marketplace offered new opportunities for collaboration, many institutional leaders viewed it as primarily a mechanism for exchanging courses rather than as a strategic tool for strengthening financial stability and expanding institutional capacity. Symptoms We are looking for ways to stabilize enrollment We need to ensure against “the cliff” How do we crea

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

Big Problem Existing partners successfully consumed marketplace offerings, but very few expanded into becoming sellers. Expansion into a second, higher-value commercial model required new strategic decision-making, new capabilities, organizational coordination, and confidence that many institutions struggled to develop. Symptoms When marketplace customers wanted to expand, we would hear: We need to be getting more for our investment in this platform. What would we need to do