Skip to Main Content
Access your saved content
By maintaining and supporting Procter & Gamble’s learning management system, Accenture is working to ensure that Procter & Gamble people have access to the critical training necessary to help the company remain on the path to high performance.
Procter & Gamble (P&G) understands, better than most, that the path to long-term success is forged through the efforts, talents and skills of its global workforce. To that end, the company is committed to offering training and development opportunities to its employees throughout their careers. By maintaining and supporting P&G’s learning management system, Accenture is helping P&G deliver on this commitment and working to ensure that P&G people have access to the critical training necessary to help the company remain on the path to high performance.
P&G adheres to a strict “promote-from-within” culture that relies on superior training systems to develop its future leaders. Within P&G, the responsibility for creating, delivering and tracking a training curriculum that aligns to the company’s core competencies falls to the company’s central learning and development group.
P&G’s learning program provides a wide range of learning experiences—from classroom instruction and Web-based training to live distance learning and self-study modules. At the heart of the corporate training efforts is RapidLEARN, P&G’s robust corporate learning management system powered by Saba software.
Since implementing Saba in 2000, the system has undergone four upgrades and extensive customization. Today, the system provides online training for nearly 90,000 P&G employees. On average, 16,000 unique users take advantage of P&G’s training each month. This number is expected to rise as the company continues to move more of its training to Web-based channels. To support this anticipated online training growth, P&G wanted to boost its learning management capabilities in terms of system availability, tracking, learning process governance and application support.
P&G ultimately asked Accenture to assume responsibilities for developing and maintaining the learning management system for six years. In making the decision to turn to Accenture for its learning system’s application development and management activities, P&G was acting like a high-performance business. Accenture’s ongoing research into the characteristics of high-performance organizations shows that top companies differentiate themselves by developing internal capabilities in strategically critical core competencies. They achieve extended mastery in non-core areas by teaming with trusted third-party service providers.
Accenture was uniquely positioned to help P&G meet its learning objectives by offering leading technology and business skills; deep knowledge of learning management systems; and the global scale to respond to application needs around the clock. Also important was the fact that the companies had a long history of working together in projects such as trade promotion management and implementation of Oracle’s Seibel Customer Relationship Management application.
Accenture application specialists and P&G resources formed a project team to guide the initiative and provide application development and support services for key components of P&G’s learning management system.
As a first step, the project team assessed the company’s existing learning management environment, confirmed the scope of application development and management required and defined the desired business outcomes, including the primary goal of better and more consistent customer support.
Under P&G’s legacy approach to application support, more than 200 training administrators provided decentralized Tier 1 support, while multiple vendors provided Tier 2 and Tier 3 support for more serious application issues. Realizing the disparity, P&G saw this new initiative as a way to consolidate support service delivery; inject rigor and consistency into the learning management system’s application development and maintenance activities; and better meet the requirements of service level agreements.
Another goal involved improving the learning system’s reliability and availability. The team targeted application uptime of at least 98 percent. The third goal involved improving P&G’s learning process governance, which historically had been marked by inconsistent and uncontrolled standards for course development, as well as incomplete or inaccurate training records.
With the program’s scope and objectives clearly understood and agreed upon, P&G began the process of transitioning the Tier 2 and Tier 3 application maintenance and support services to Accenture. Launching Tier 1 services was a bit more complicated and involved defining and building resolution and request scripts, configuring Tier 1 help desk tools and conducting operational readiness testing of the new help desk capability. In just three months, the team had completed the migration of all support services, Tier 1 through Tier 3.
In addition, P&G moved the Saba-based RapidLEARN application from a single instance to a clustered environment. This change is expected to enable the scalability needed to accommodate the increased demand for training that P&G anticipates in the coming years.
To improve relations, value and vendor support, P&G also invited Accenture to be part of its vendor relationship program in the eLearning space and to lead quarterly discussions surrounding learning management system innovations. P&G has also asked that Accenture continue its role as the lead project management team, deploying new projects, conducting reporting and monitoring P&G vendors to ensure stringent service level agreements are met.
In transitioning the application development and management functions, the team relied on the Accenture Delivery Suite, a powerful set of proven and industrialized methods, processes and tools packaged together to deliver consistent, high-quality services and solutions.
Also important in the transition—and ongoing delivery—was the Accenture Global Delivery Network, which provided access to global resources, proven methods and leading-edge tools to reduce costs and improve the quality of services. The onshore team in Cincinnati was augmented with resources from the Accenture Delivery Center in Bangalore, India.
P&G now has robust, 24/7 application maintenance support, making the learning management system more reliable, more stable and more scalable and allows P&G to meet its rising global demand for Web-based training.
Since Accenture assumed application management responsibilities, more than 90,000 P&G employees have accessed the system. Cost savings for P&G are expected to be significant over the life of the contract. These savings will be due not only to the lower-cost services Accenture provides, but also to the introduction of standardized governance, course development and course delivery processes, as well as the opportunity for P&G to make more of its core training modules available online and track and charge usage.
To date, all service level commitments have been exceeded during the first year of the arrangement, including:
Outlook from Accenture
Outlook is a journal of high-performance business.
View Latest Issue
Accenture delivers a wide range of healthcare solutions—from addressing back office functions and electronic medical records to clinical transformation and consumer engagement. Our solutions are backed by real-world experience, business and clinical insights and innovative technologies.
Insight Driven Health for U.S. Federal Healthcare Organizations
From innovating patient care at the Veteran’s Administration to developing incentives for higher quality care at the Centers for Medicare & Medicaid Services, U.S. federal health agencies are revolutionizing healthcare in the United States.
Insight Driven Health for U.S. State Healthcare Organizations
The convergence of cost pressures, healthcare reform and technology changes are redefining the landscape for U.S. state healthcare organizations.
Browse all in Health
Skip Footer Links