From overlapping roles to one team with a learning offering the whole organisation can find
At an international private-sector company two separate L&D teams had to grow together into one L&D service after a merger. Different cultures, overlapping responsibilities and a still-unclear place within HR. At the same time, the introduction of a new learning platform was on the planning: two movements that could reinforce each other, on the condition that they were designed together deliberately.
Merging two teams is never just an exercise on the org chart. Working styles, habits and unspoken expectations differed. On top of that, the L&D service offering wasn't yet defined, with overlapping processes and unclear role boundaries as a result.
The new platform, Cornerstone, threatened to become an extra load instead of giving something to hold on to.
A layered trajectory, taken on as HR manager within the L&D service and as project manager for the Cornerstone LMS. The structural side: redefining the service offering, redesigning the core processes, and settling how the new service works down to the level of team composition and daily operations.
The relational side: building trust, strengthening collaboration and communication and letting ownership grow for the shared assignment.
In parallel ran the introduction of Cornerstone as the learning platform, in which the redesigned offering was immediately implemented: the configuration tuned to the learning strategy, the offering structured, the governance settled and users guided in adoption. Finally, the new way of working and service offering were communicated and rolled out organisation-wide. Daily leadership and development conversations kept the rhythm going.
The moment when the two teams no longer saw each other as “the other side”, but as colleagues with a shared assignment. Feedback flowed more easily, the role division became less loaded, and the platform became the place where the service made its offering visible.
An L&D service that evolved from fragmented to aligned and professionally positioned, with a working learning platform as visible result. Clear processes made collaboration simpler, and the growing trust gave those processes meaning.
All employees in the organisation could find the new learning offering in one place from then on, and new learning questions the service can now order itself.
Transformation led with end-responsibility, as HR manager for processes and digitalisation
HR services
Cornerstone LMS