Digital Learning

Maturity
in Your
Organization
It’s about where you are,
and where you’re going!

Proving real l ear ning o utcom e s a nd d e m onst rat ing R OI

i s so mething al l L& D and eve n b u sine ss le a d e r s st r ive
to ac hieve. But another, of te n ove r looke d m e a su re is a
company ’s l ear ning matu r it y leve l: m e a s u re d u sing m at u r it y
m odel s. Over the dec ades, s eve ra l m od e ls have e m e rg e d ,
i n cluding the C apabil ity Mat u r it y Mod e l d e r ive d f rom
PMI, Jo sh Ber sin’s HILO Mod e l, t he Ente r p r is e Le a r ning
Fra mewo r k, and the C yc le of Mat u r it y & im p a c t of C or p orate
Le ar ning.

For over 20 year s, Cro ssKnow le d g e ha s se e n a la rg e

n umber of co mpanies evolve , a nd we have s u p p or te d t he m
i n their searc h fo r effic iency a nd le a r ning p e r for m a nce .
O ver time, matur ity mo de ls he lp e d to f u e l ou r t hink ing
an d o ur appro ac h. Digita l Le a r ning ha s he lp e d com p a nie s
de mo c ratize access to l ea r ning , b u t t hey ’ ve a lso ha d to
tackl e other majo r c hal l eng e s re late d to t ra nsfor m at ion, new
te c hno l o gies, co ntent c re at ion, a nd d at a a na ly t ic s . Whe n we
talk abo ut an o rganizatio n’s m at u r it y leve l, t his inev it a b ly
i mpl ies phases of impl em e nt at ion, c ha ng e m a na g e m e nt ,
te sting, and sc al abil ity of d e p loy m e nt , b u t a lso m e a su re m e nt .
I t i s therefo re undeniable t hat t he m ore a n org a niz at ion
devel o ps its Digital Learning of fe r a nd inte g rate s it into t he ir
le arning eco system, the m ore it m at u re s . Bu t is t his t he only
way?

2
Each co mpany, eac h o rg a niz at ion, ha s it s ow n u niq u e
re latio nship to l ear ning a nd d ig it a l t ra ns for m at ion. Before
e mbar king o n the definit ion of ind ic ator s ( K P Is) to a sse ss
m atur ity, there is the qu e s t ion of u nd e r s t a nd ing w he re t he
company stands co nc rete ly w it h re s p e c t to t his re lat ionship .
I t i s intr insic to ever y co r p orate c u lt u re , re su lt ing in t he
un i que c ho ices and dec is ions of top m a na g e m e nt t ra nslat ing
to the co mpany ’s ambition in te r m s of le a r ning . T he
kn owl edge and invo lvem e nt of L& D te a m s is obv iou sly key
to fac il itating the transl at ion of t his c u lt u re into a le a r ning
strategy that wil l infl uence a nd c ha ng e t he b e hav ior s of
e mpl oyees.

Befo re we see in mo re d et a il how C ros sK now le d g e u se s it s

ex per tise to suppo r t o ur c lie nt s on t he jou r ney to m at u r it y,
let’s review to gether so m e of t he m a in ex is t ing m at u r it y
m odel s.

3
The founding
principles
of maturity
models

It’s common knowledge that a person’s education can completely

shape the direction of their life. Similarly, Learning and
Development (L&D) teams have a direct influence on the success
of a company’s business strategy, both short-term and well into the
future.

From early on, the field of management science has taken an

interest in understanding how companies run L&D activities
within their workforce. Thanks to various studies and analyses,
we know that companies are not only able to record their training
history, but can also develop stability, repeatability, and therefore
predictability from models based on the evolution of the “maturity”
curve. Research has also established a link between a company’s
performance and its learning offer, thereby demonstrating the
highly sought ROI of L&D. Following the example of quality
management processes, maturity models now seek to evaluate and
improve training management within companies.

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MASLOW From Maslow to Kirkpatrick:
The Pioneers of the Maturity Model

Maturity models have a unique history. Like any approach that

aims to explain the complexity of reality, they are the subject of
debate within the L&D community. Each one has further deepened
our understanding of how corporate learning can impact business
performance.

One famous model at the origin of this approach is Maslow’s

hierarchy of needs, often presented in the form of a pyramid.
Abraham Maslow drew on observations from popular psychological
theories of the 1940s to establish a model representing the
various needs of every individual. From this, he derived a theory of
motivation. According to him, everything that motivates individuals
can be explained by 5 types of needs: physiological, security,
belongingness and love, esteem, and self-actualization. Using
Maslow’s model, a company that uses its skills management policy
to satisfy the highest needs of its employees as conveyed in the
pyramid can therefore be considered a “mature” organization.

Bloom’s taxonomy, a theory established in the early 1950s,

constructed a hierarchical classification of knowledge acquisition.
The six levels comprise of knowledge, comprehension, application,
analysis, synthesis, and evaluation. This taxonomy was revised in
the early 2000s, making the three upper levels (analysis, synthesis,

TAXONOMIE
and evaluation) equal and without hierarchy, unlike the bottom
three levels of the pyramid. Bloom’s model is still a widely used
teaching method, because it enables teachers and trainers to
identify learning objectives and promote progress.

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MASLOW
In the late 1950s, Donald Kirkpatrick of Kirkpatrick Partners
designed the Training Evaluation Model made up of 4 levels, with
each level built upon the information of the previous levels. Level
1 corresponds to evaluating a participant’s reactions: Did they like
the training? Level 2 corresponds to evaluating a participant’s
learning: What did they learn? Level 3 corresponds to evaluating
how the participants acquired skills transfer: Are they able to do it
in a situation outside the context of training? Level 4 corresponds
to evaluating the business results (increase in production or
quality, cost reduction, etc.): Was it worth it? This model was a
milestone in the training because it was used to establish the first
usable training grid for companies.

In 2010, James and Wendy Kirkpatrick refined the model by

expanding the training system with additional aspects such as
relevance, engagement, confidence, and commitment. Level 4
now includes measuring results and comparing them to the initial
objectives.

These models not only serve as useful benchmarks in the

evaluation of training L&D, but also as a solid basis for a more
detailed analysis on impact and outcomes.

TAXONOMIE
6
ANNÉES 2020
Beyond academia towards digital transformation

These academic models eventually led to the creation of the

“maturity” concept for corporate training in the 2000s, which
emerged and advanced alongside web engineering. Developed by
the Software Engineering Institute (SEI), Capability Maturity Model
was applied to corporate training by the Project Management
Institute (PMI).

CHARACTERISTICS OF THE MATURITY LEVELS

Optimizing
Quantitatively
Managed
Défined

Managed

Initial Focus
Processes
Processes measured on process
characterized and improvement
Processes for the controlled
characterized organization
for projects and is
Processes
and is often proactive
unpredictable
poorly controlled reactive
and reactive

THE CAPABILITY MATURITY MODEL

LEVEL 1 LEVEL 3
INITIAL: Training processes are implemented in an DEFINED: Training processes are standardized by the
unpredictable and reactive manner. Ad hoc in nature, company. Though the approach has changed from
they are difficult to replicate. reactive to proactive, it still retains a silo structure.

LEVEL 2 LEVEL 4
REPEATABLE / MANAGED: Basic processes are PREDICTABLE: Training processes are analyzed,
established, defined, and documented. They can be measured, and controlled by the company across the
repeated for other projects. board.

LEVEL 5
OPTIMIZING: Training processes are continuously improved through innovation to better meet corporate training
needs.

Although CMM is no longer used within the L&D world, it is still

commonly applied to software development processes.

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JOSH BERSIN
Josh Bersin and HILO

Shortly after the debut of CMM, professional development expert Josh

Bersin established his own High-Impact Learning Organization Maturity
Model (HILO). This represented an advancement in how L&D used
maturity models.

This model presents a maturity curve on 4 levels.

THE HILO MODEL

01 EPISODIC /
PROGRAMMATIC: 02 RESPONSIVE /
CONTEXTUALIZED 03 CONTINUOUS /
EMPOWERING 04 ANTICIPATORY /
FLOW

• Effects Change thought Courses / • Effects Change thought Creating • Effects Change thought • Effects Change by Anticipating
Programs Employee-Centric Learning Empowering Individual-Driven Needs & Then Augmenting &
• Relies on a Top-Down Approach • Applies Design Thinking to Development Leveraging the Development
to Development Employee-Development Initiatives • Leverages Eperiences & Opportunities Intrinsic in Work

• Drives Developmentof Selected • Focuses on Implementing Consistent Feedback for • Concentrates on Long-Term
Knowledge & Skills Transparent Systems & Processes Development Career Success & Creating
• Continuously Evolves Technology Enduring Commitment to
• Focuses on Enabling That Personalize Development Development
Performance in current Role Infrastructure
• Focuses on Creating Conditions • Foster a Culture of Courage &
that Enable Development Innovation
• Integrates Feedback Loops &
Data into Work Design
• Focuses on Supporting
Employees’ Ability to Envolve &
Adapt

Source : Bersin, Deloitte Consulting LLP 2017.

NIVEAU 1 : NIVEAU 3 :
EPISODIC / PROGRAMMATIC CONTINUOUS / EMPOWERING
Training programs are set up by companies Employees independently decide on every aspect of
to strengthen the skills of employees within their training programs and professional development.
their particular roles.

NIVEAU 2 : NIVEAU 4 :
RESPONSIVE / CONTEXTUALIZED ANTICIPATORY / FLOW
Companies give employees the means to take charge Training is fully integrated into the workplace, which
of their own development. Employees can therefore allows employees to anticipate and adapt to change.
choose the topics and formats that suit them best.

8
JOSH BERSIN
Over time, analysts at Bersin (which became part of Deloitte in
2013) have also conducted financial performance analyses by
correlating a company’s business results with their position on
the maturity curve. By tracking two specific indicators over an
average period of three years, analysts were able to determine
whether respondents who reported strong employee skills
development initiatives and practices also scored higher on
financial performance (see Figure 6). As demonstrated by the data,
respondents with higher maturity levels did indeed score better
than other companies with lower maturity levels.

FINANCIAL OUTCOME METRICS

Financial Performance Mean for Level 1 Mean for Level 4 Performance, Level 4
Indicator Organizations Organizations Organizations versus
Level 1 Organizations

Three-year average
$2.02 $4.19 +107%
earnings per share

three-year average
$45.50 $72.73 +59%
share price

Source : Bersin by Deloitte, 2017

9
Maturity
in the
Digital Era

Digital transformation has had an impact on many things,

and the Maturity Model is no exception. Created in 2003 by Laura
Overton, the Emerald Works Index aims to analyze and benchmark
the overall health of corporate learning. Formerly known as the
Towards Maturity Index, more than 8,500 companies have taken
part in this Health Check since its inception.

Parallel to the rapid emergence of new learning technologies,

Towards Maturity has developed this tool to guide learning
professionals and help them innovate. Through a decade of digital
revolution, TM’s premise has been that by capitalizing on digital
transformation, learning professionals can boost the impact of
training in areas such as growth, transformation, productivity,
and profitability.

10
 Towards Maturity’s research also focuses on the evolution of L&D
skills and capabilities to develop and manage Digital Learning
transformation. The results of this research have consistently
shown that the risks of status quo in L&D functions, as well as
some resistance to change, have prevented corporate learning
from fully realizing the benefits of Digital Learning as a strategic
driver for business performance.

CORPORATE LEARNING • CYCLE OF MATURITY & IMPACT

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The latest report published in January 2020 by Emerald Works,

under Jane Daly’s leadership, includes a new version of their
model. According to this new approach, corporate learning must
refocus on a transformational impact rather than a transactional
impact in order to achieve full effect. Companies must also shift
from basic knowledge accessibility to making skills identifiable.
To fully implement these further integrated learning and talent
programs, L&D must adopt and encourage an appropriate learning
culture.

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 From the
Learning Bubble
to the Flow
of Work
Although we most certainly have not touched on every maturity
model that exists, we did want to talk about one more: Dani
Johnson’s Enterprise Learning Framework.

Before launching her own consultancy firm, Dani was at Deloitte

with Josh Bersin and helped work on the HILO model. When she
ventured off on her own, she decided to leverage her in-depth
expertise in management science and business consulting to refine
the HILO model. Her goal was to link it closer to business reality,
aligned with her philosophy for a completely decentralized and
personalized L&D strategy that ultimately focuses on its main goal
of making business easier. Her Enterprise Learning Framework
is articulated around four sections, which are then segmented into
specific focus areas.

BUSINESS STRATEGY
Mission • Vision • Values

ORGANIZATIONAL LEARNING PHILOSOPHY & STRATEGY

ANALYTICS, MEASUREMENT & INTELLIGENCE

Focus on Performance • Development Point of View in All Business Functions •

Conditions Creation • Business Skills • Performance Augmentation •

Learning / Career Integration • Future of Work

ORGANIZATION & GOVERNANCE

EMPLOYEE DEVELOPMENT EXPERIENCE

Contextualization • Analytics • Design & Delivery

L&D ENABLING CAPABILITIES

Work as learning • Design Thinking • Alignment / Integration with Employee Experience

CAREER PROGRESSION
Performance in Preparation for Long-Term
Current Role Next Role Career Success

LEARNING CONTEXTS
Education Experience Exposure Environment

INFRASTRUCTURE & TECHNOLOGIES

Systems & Processes • Learning Technologies • Work Technologies •
Talent Management Technologies • Analytics & Business Intelligence Technologies

LEARNING ORGANIZATIONS CULTURE

Risk-Taking Encouraged • Mistakes as Learning Opportunities Valued • Employee Control over Work •
Clearly Defined Decision-Making Authority • Rewards Development

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SECTION 1: SECTION 2:
Strategy & Experience Design

Employee development is owned Learning Contexts and Infrastructure

by the entire organization, not just & Technologies are two focus areas
the L&D function. Business Strategy, most familiar to L&D practitioners, as
Organizational Learning Philosophy they include the contexts for learning
and Strategy, Employee Development (that is, the ways in which employees
Experience and Learning Organization will learn), and the technologies and
Culture are the “conditions” that will infrastructure of learning delivery.
either encourage or discourage The HILO research also identifies
learning within an organization. Career Progression as an integral
Aligning these four focus areas and focus area that determines how
considering their roles in employee employees learn to master their
development is crucial to integrating current roles, as well as how they
learning with work. prepare for their next roles, and all
the roles they may fill within the
company.

13
Section 3:
Administration Section 4:
& Oversight L&D Enabling Capabilities

The focus areas in this section are The HILO study clearly outlines
Organization & Governance, Analytics, a set of capabilities that L&D
Measurement and Intelligence. should possess in order to
Whereas L&D may have had a high support and influence the
degree of control over employee successful implementation of this
development, decision-making and framework. These focus areas
measurement in the past, these are: Conditions Creation, Business
elements in today’s more mature Skills, Performance Augmentation,
learning organizations are more likely Contextualization, Analytics, Design
to be governed jointly. Further, data and Delivery.
is more likely to be shared across the
business to ensure better employee
development decisions.

14
Using organizational
maturity
to drive results with
CrossKnowledge
Knowing where you are, where you want to go, and how to get
there is crucial. To enable your transformation and make your
learning system more effective, the right maturity model can help
you monitor and track your organization’s evolution. At their base,
maturity models can move you towards greater performance and
agility, regardless of bumps in the road or even major downturns
in the market. CrossKnowledge, leveraging 20 years of experience
in Digital Learning, has taken the best information from existing
models and research, to create our own readiness framework.

We’ve identified the 3 major phases

on the journey to Digital Learning maturity:

PHASE 1 :

Access to Learning: At this stage, organizations have some experience

with Digital Learning, mainly focused on generalized e-learning
type content, such as compliance. L&D functions mainly operate
in a reactive mode, with little to no solid performance indicators or
systematic methods to collect and analyze learning needs. As for
the technological environment, it is often fragmented, and the user
experience remains relatively poor.

15
PHASE 2 :

INTEGRATED LEARNING EXPERIENCES: An L&D strategy, aligned

with business priorities, is gradually put in place. The needs
analysis becomes more systematic and proactive. Content
curation makes room for a wider variety of formats and topics,
including a focus on the acquisition of behavioral skills. This
content is contextualized in the form of more engaging blended
learning programs, and the learner is no longer isolated. Learners
are encouraged to interact with other colleagues, and local
managers are more involved in the development of their teams.
The user experience is also enhanced through data transfer,
allowing access to a certain degree of personalization.

PHASE 3 :

SKILLS ACQUISITION AT SCALE WITH OUTCOMES: The corporate

learning strategy is more largely integrated into the overall
business strategy, while the L&D functions operate on a strong
governance model that includes business representatives. Not only
is the learning experience greatly enriched for learners at all
levels, but it can be deployed on a large scale and at lower cost.
L&D functions are recognized for the value they bring to business
outcomes, which can be measured against tangible performance
indicators. This is what is meant by a true ‘learning organization’.
The learning climate and ecosystem are conducive to personal and
professional growth and development for everyone.

16
Conclusion
This 3-phase journey is supported by a well-structured readiness
framework, one that is based around 6 dimensions and offers a holistic
approach to Digital Learning. Its strength also relies on a robust
analysis tool to set up a diagnostic that can evolve in time, in addition
to specific indicators that can be tracked in real-time.

OUR READINESS FRAMEWORK

FOR LEARNING OUTCOMES

Skills acquisistion at
scale with outcomes

Integrated learning
experience

Access to learning

This holistic and rational approach allows CrossKnowledge to offer and

deploy our solutions with maximum impact and long-term success.

It should be emphasized that Digital Learning maturity is not the goal

in and of itself, but rather a means to assess and plan in the specific
context of your organization.

Each organization is unique, so the approach must be personalized.

Find out how CrossKnowledge, with the help of our dedicated Client
Success teams, can guide and support you in the development and
execution of your Digital Learning strategies!

17
www.crossknowledge.com