Structural Reporting: 8ta
Content Management
Improving the effectiveness and efficiency
of mobile training
Co-presented by: Boni Gantile & Farhad Essop
Executive: CFL & 8ta
2012/12/11
Objectives
2
•
Improve L&D Governance
•
Minimise L&D duplications
•
Minimise confusion by line
•
Improve efficiency and sustain cost
advantage
Management
Resolutions
EXCO Approved Repositioning Decisions
DECISION
ITEM
Ownership
Technical
Training
ICT Business Management
Competency
• CFL continues to be owned by Telkom as key enabler to assist BUs achieve business goals
• Opportunities for Partnership (EQUITY) to be presented to EXCO when they occur
• Explicit focus of CFL must be on Technical Training specific to Telkom and in assisting with new Products commercial
and sales training
• External Training Suppliers are used as CFL delivery partners to supplement lack of internal capacity or requisite
knowledge
External
Partners
(Vendors)
• The sourcing of Vendor Training is triggered by Training Needs Analysis result or specific BU Growth or Defend
Projects.
• CFL manages the performance of delivery partner in alignment with Telkom deliverables and L&D quality standards
• BU pays for their portion of consumed Vendor Training
For Telkom use only - Proprietary and Confidential Company Information
3
Problem statement
1. 8ta Content management manages mobile
training for 8ta internal and external
channels to markets.
2. CFL has MoU with 8ta regarding training
delivery, governance and compliance to
mitigate risks
3. The need to have an integrated and cost
effective training solutions process for
mobile L&D solutions
4. Artificial competition minimises focus on
critical issues and efficiency improvement
4
Proposed Changes
•
Current 8ta Content management team become
part of CFL structure with accountability for
Mobile L&D solutions to 8ta, Channel Partners
and Telkom Mobile as their key customer
•
The Customer reporting to 8ta (Farhad) serving
Consumer (Internal &External Channels), and
Telkom Mobile with Mobile L&D solutions
•
Plan integration of 8ta LMS and Telkom LMS to
increase access and optimise CAPEX utilisation
in the long run
5
Process
•
Pilot integration 1 January 2013
•
Realign operational processes as part of pilot
•
Review efficiency/performance gaps and team
alignment end March 2013
•
Formal Integration May 2013 with transfer of
relevant 8ta budget
•
Post Intergration investigate LMS integration
6
Anticipated Benefits
•
Minimised Line confusion regarding
accountability for training
•
Elimination of duplication and artificial
competition
•
Improved and integrated training delivery
at a cost advantage to Telkom
•
Continued leveraging of external training
partner expertise in full compliance with
relevant Telkom Policies
7
Thank you