The systematic approach and centralized strategy paid off. After all the inventories, audits, and program setup was vetted, the team was now able to define a common design and process for learning in sales group. Equipped with their new methods, and engaged in a collaborative process, the team was able to roll out a global 90-day enablement program that redefined roles in sales, and created global standards for learning content development, including approval criteria. Each of these standards provided common structure for the overall training programs, yet had the flexibility necessary to be suitably localized for regional skills development.
Oxygen overhauled American Express’ learning function in its global sales team. It shifted a focus of new hire training from product and corporate history to real-world sales conversations mapped to specific roles. It took many disparate and disjointed training programs with no clear central design point and unified them around a single, standardized program that focused on sales conversations and success metrics for specific sales roles. Finally, it took decisions made and programs built in geographical silos and networked them into a common coalition and teaming model for defining global best practices.