IBM Basic Blue
	Basic Blue is a blended learning solution that combines web learning modules, simulations, online collaboration, face-to-face workshops, and e-mentoring. By providing ongoing access to learning, Basic Blue makes training an ongoing process, not a one-time event.
	Key Components Blended learning Web learning modules Workshops Collaboration E-Mentoring Simulations and scenarios Web-based video Self-assessments and feedback on performance Progress tracking for learners and their coaches Let learners try out "nuggets"
	The Challenge IBM faced the same challenges as any large, global organization that must train managers scattered around the world -- reaching thousands of people with consistent, compelling learning in a cost-effective manner. IBM's Management Development group needs to reach more than 30,000 managers in more than 50 countries. Given the complexity of today's managerial environment, the amount of information that must be transferred effectively to every manager is significant. However, IBM's managers are pressed for time. Most work 10-12 hour days already, so taking them off-site for additional class time would be prohibitive. In short, IBM's challenge was to create a rich learning experience for its managers -- while still ensuring that this approach was practical, cost-effective, and engaging to all participants. The Solution A blend of online and classroom experiences In 1999, IBM adopted Basic Blue for its Management Development Program -- an innovative new management training program that leverages the power of e-learning and the Lotus LearningSpace learning management system. Now managers go through a learning process that combines innovative web learning modules with face-to-face workshops. IBM tapped its own technologies and expertise when devising the Basic Blue program. Basic Blue uses a four-tier approach. Tier I: "observation" through web learning modules. Tier II: "participation" in online simulations and scenarios with more interactivity and learning by doing. Tier III: "collaboration" through interactions with peers and e-mentor. Tier IV: "co-location" in a once a year, weeklong workshop with peers who have also completed the web modules and simulations. E-Learning Strategies Workshops extend the learning and enhance the community of practice After the web learning modules and simulations are completed in Phase I, learners gather for a weeklong workshop in New York with fellow students. At this point, managers have been in the field for a while, trying out what they've learned. During the workshop, managers get to talk about real experiences they've encountered in the field, share their concerns and challenges, and brainstorm possible strategies for handling similar situations they might encounter in the future. Peer-to-peer collaboration helps foster connections New managers are divided into groups or cohorts of 20-24 learners who can communicate and collaborate in a virtual, asynchronous classroom and through e-mail, phone calls, instant messaging, online white boards, or face-to-face. As a manager goes through the self-paced materials, he or she is encouraged to interact with and get support from other learners. One manager might say to another, "Here's what I did in the simulation, but the program said that I didn't do so well. What would you do differently?" When they finally get to the Phase II workshop, managers already "know" the other learners in their group through online collaboration. "When we get our managers together in person after six months online, introductions are unnecessary," says Bob MacGregor, IBM's Manager, Management Development. "Part of the power of LearningSpace is that it lets participants bond in the online environment. E-learning really jump starts the whole process." In fact, managers probably access their peers for support more than they call on the e-mentor. Web modules done before the workshop enhances face-to-face time By building a foundation of knowledge via web learning modules, the program enhances the valuable face-to-face time in the classroom experience. The second phase of Basic Blue brings the participants together at a five-day workshop or learning lab, where higher-order learning and leadership/management topics build on the online learning of the first phase. Participants have found that they are able to jump into this more complex learning quickly since the basic information transfer and skills practice occurred through e-learning. "During Phase I, we absorbed the standard material and learned a new vocabulary for being a manager," notes one participant. "The online learning laid the groundwork for the classroom phase." Web learning modules cover the basics and allow self-pacing The first phase of Basic Blue includes 26 weeks of self-paced web learning modules via LearningSpace, which is delivered to an audience of 4,000 new first-line managers every year. These managers are divided into groups or cohorts of 20-24 new managers. However, each manager progresses at his or her own pace, with an average of two hours of study per week. The seven online modules of content cover a full range of managerial topics, and engage the learner by varying the learning mode. Simulations provide interactivity and learning-by-doing After covering the basics through web learning modules, fourteen interactive online simulation modules immerse the learner in typical, real-life business scenarios that highlight human resources issues [See Figure 2 below]. Figure 2 Typically, these simulations are presented as movie clips of a colleague or customer. Then the learner is prompted to think about and map out what they would do in that situation. Then, the learner plays another movie clip showing one possible response, and they are asked, "Do you think that response is appropriate? Do you think it will achieve positive results? Would you have handled it differently?" A final movie clip shows the situation's outcome [See Figure 3 below]. Figure 3 Learners can then consider if their approach would have worked. For example, look at Figure 4 below which lists some of the pro's and con's of the learner's choice. Figure 4 E-mentoring using online tutors Although they continue at their own pace, Basic Blue learners are not alone. Each cohort has a facilitator as a dedicated resource throughout the program. LearningSpace enables these facilitators or tutors -- experienced company managers trained in facilitating in a collaborative online workspace -- to guide managers online by providing support, feedback, and help. Online self-assessments and feedback During the online training phase, a progress bar enables every learner to see where they are in the program [See Figure 5]. LearningSpace also provides extensive tracking capabilities that record every student's progress [See Figure 6]. These capabilities enable tutors to follow each learner and offer feedback. Plus, periodic assessments also ensure that every student is learning the material. "With LearningSpace, our tutor can see exactly how every learner is doing," says MacGregor. "If people are having problems with a certain module, or even a specific test question, the flexibility of LearningSpace lets us adjust the content for greater clarity." During the first year alone, MacGregor estimates that it made more than 300 changes to the content and interface, fine-tuning the program for greater effectiveness. Figure 5 Figure 6 A blend of ingredients The wide range of learning experiences enhance the Basic Blue learning program and keep the material engaging to the learners. For example, LearningSpace lets learners build and practice skills via online simulations and learn from their peers via collaborative activities. Finally, they can deepen their skill building in role plays in the face-to-face sections.
	Successful Results The results of Basic Blue are impressive. More than 4,000 managers have completed the training and received it enthusiastically. Basic Blue won a 2000 American Society for Training & Development "Citation" Award. And the program is expected to save IBM more than $16 million in 2000. Anytime, anywhere learning Each IBM manager faces unique time constraints that require a flexible approach to learning. E-learning via LearningSpace lets these managers work at their own pace to build a foundation of knowledge. Managers can work after hours, when traveling, or from home. This approach allows for learning to become integrated into their routine, without requiring interruptions to their busy schedules. "There's no question that the ability to work at home or in my office made it easier to complete the program," says one participant. "This capability was a huge advantage." Significant cost savings IBM estimates that the per student cost for training each manager via Basic Blue is $10.9 million for 4,000 managers -- a significantly lower cost than traditional classroom training. IBM projects that using e-learning rather than a total classroom approach will save the company $16 million in 2000 alone. "From a bottom-line perspective, Basic Blue lets us cover significantly more information at a fraction of the cost," concludes MacGregor. Lessons Learned IBM's extensive Basic Blue program is now standard for all new managers, and has become a strategic part of its management development program. The program enables managers to learn five times as much material as previously delivered in IBM's classroom-only approach. Some of the lessons learned are related to the implementation of e-learning. Learning preferences are a poor predictor of e-learning acceptance. It is very difficult for learners to self-assess and express a preference for certain learning modalities before they've experienced them. It isn't as easy to define as trainers and designers would hope. According to a learning and education manager at IBM, they made some "off" decisions based on those kinds of assumptions about learner preferences. Relative advantage must be salient and promoted. You must show learners and others affected by e-learning that it is a better alternative to what currently exists. The compatibility of e-learning with existing tools, navigation, and usability is important to learners. For example, at IBM, any e-learning program must be compatible with their Lotus system, and other standard desktop applications. Keep it simple. Perceived simplicity with increase adoption of e-learning, while perceive complexity with decrease the rate of adoption. At IBM, they kept easy, point and click in mind. The degree to which it can be experimented with will increase adoption. At IBM, they deployed a few of the features so learners could play with it and try it out. They gave learners a webpage that wouldn't track performance that they could quickly use without a lot of effort. Some effects are more easily observed than others. At IBM, in order to whet managers' appetites for more e-learning, they deployed several management "nuggets" that would get quick results. These nuggets were brief movie clips of correct performance in various situations that managers could use as a coaching job aid just before the performance was needed. The clip might show what to say, what not to say, and what to avoid. For More Information Victor Jeurissen Global Principal - Skills Development Services IBM Learning Services Phone: +31-(0)30 - 601 3933 Fax : +31-(0)30 - 601 3936 Internet: victorjeurissen@nl.ibm.com To find our more about advanced e-learning services and technologies at IBM, contact IBM Mindspan Solutions today at 800-324-9469 or on the Web at www.ibm.com/mindspan. IBM is a registered trademark, and the e-business logo, IBM Mindspan Solutions, and Mindspan are trademarks of the International Business Machines Corporation. Lotus and LearningSpace are registered trademarks of Lotus Development Corporation, a wholly owned subsidiary of International Business