Large organizations adopt processes for learning in critical business functions even if they don’t intend to. Before they built a learning journey for global sales teams with Oxygen, American Express adopted one that was highly decentralized and inconsistent, driven by regional “tribes.”
There are few brands as valuable as American Express — but the words themselves are a bit of a misnomer, given the company’s sprawling global operations with thousands of employees located outside the United States. Sales leaders at American Express recognized that even though there were uniform, systematic corporate processes in place for learning and knowledge sharing, a highly distributed, localized, unofficial “tribal” knowledge sharing had emerged in the sales function. And this informal learning function came to dictate the sales onboarding process.
So the sales leaders at American Express called Oxygen for help. They asked us to create one standard new hire sales training program that would be globally consistent and allow for regional differences so new hires could accelerate their path to productivity.