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 Marketing, sales, product, R&D and commercial priorities competed for attention without a shared framework for evaluating their impact on revenue. Symptoms CEO: Why do we have a this post on social media? We are selling CTs, not dogs licking ice cream cones. CFO: I see activity, but no results - where are the results? Controller: But what do we expect to get out of this spend? The Context Functional planning emphasized departmental activity rather than enterprise

Big Problem Educational programs were developed independently across 18 business units, requiring each department to build its own expertise, processes, technology, and support capabilities in publishing and online education. Growth depended on duplicating specialized knowledge across the organization, making expansion costly, inconsistent, and difficult to sustain. Symptoms Every department has to figure it out on their own. How can we work together? How do we sustain scale