Latest news with #businessoutcomes
The Independent
02-07-2025
- Business
- The Independent
The C-Suite has a learning problem – here's how to fix it
Zensai is a Business Reporter client L&D's biggest challenge is connecting learning directly to business outcomes; here's how to bridge the gap. As the workplace has evolved through the Great Resignation and remote work shifts, learning and development has become a strategic priority – essential for retaining talent, closing skill gaps and driving performance in a fast-changing, hybrid world. Yet many organisations find themselves stuck in a vicious circle, where learning initiatives feel disconnected from the overarching business strategy. The latest Gallup report supports this: in 2024, the global number of engaged employees plummeted to a dismal 21 per cent. This figure represents more than low morale, burnout and emotional strain; it signifies a significant proportion of people feeling detached from their work and their company's mission. Bridge the gap to make learning matter to your business This also presents a profound challenge for L&D teams. From onboarding to continuous improvement efforts, the traditional approach – heavily reliant on old-school learning management systems (LMS) and fragmented tools – often reduces learning to a (rather boring) checkbox exercise. It focuses on churning out content and tracking who finished what course, rather than demonstrating how learning genuinely fuels business growth. For example, maybe a manufacturing company invests in a new safety training module. If the existing system only tracks completion rates and satisfaction scores, it will probably report 100 per cent of employees 'completed' the training and 'liked' it. But without a strategic link, it can't answer the key question: 'Did the training lead to a measurable reduction in workplace accidents?' This creates the perception that L&D is a cost centre, not a strategic asset. It also leads to missed opportunities and really limits what those teams are able to do. We understand the frustration: L&D leaders are under tons of pressure to prove their impact, yet they often lack the time and the right data to truly align learning with real business outcomes. This disconnect is the core problem hindering L&D's strategic influence. To overcome it, we need a better way to get people excited about learning and make sure it leads to substantial results for the business. Align strategy before you deliver The path forward is clear. L&D has to shift from content-delivery hamster wheel to strategic business partner. Zensai's recent ATD research highlights the depth here: a mere 4 per cent of organisations believe they are 'excellent' at using learning data for business decisions. This proves there's a huge gap preventing L&D from demonstrating its true value (and that L&D needs to step up its game beyond just checking if people liked a course or finished it). As Nina Carøe, Chief Human Success Officer at Zensai, explains: 'If learning is going to drive strategy, HR leaders need to stop thinking in terms of programs and start thinking in terms of outcomes. That shift starts at the top.' The solution lies in what we call rigorous strategic alignment. If your learning initiatives are directly tied to your company's key performance indicators (KPIs), L&D stops being a background character and becomes a star player in achieving organisational success. Instead of rolling out generic 'customer service skills' training, a strategically aligned L&D team would work with sales and operations leaders to spot specific metrics such as first-call resolution, average handling time and repeat customer rates. The learning program would then be designed specifically to move these needles, and the success of training would be measured directly against improvements in those business KPIs. Strategic alignment is about proving to stakeholders, with data, that investing in employee development directly contributes to profitability, fresh ideas and staying ahead of the competition. Only when learning demonstrates a clear, measurable link to business outcomes can it finally earn its rightful seat at the C-suite table. Make HR whole: from fragmented metrics to unified strategy This deep alignment starts with robust data and integrated systems. Our findings show that only 43 per cent of organisations report their learning and business goals are 'very aligned'. We know that when this alignment is made, the impact can be transformative. If company leadership sees a clear connection between learning programs and key business objectives, they are far more likely to champion L&D's efforts and invest in better tools, content and experiences for employees. This increased support gives L&D the power to adopt innovative technologies and dream up more impactful (and less tedious) learning programs. Here's where the concept of 'human success' comes into play. As Rasmus Holst, CEO at Zensai, puts it: 'Human success isn't just an HR initiative – it's a business imperative and part of how we create a high-performance team in the age of AI. When learning, engagement and performance are integrated, the entire organisation wins.' It means evolving from splintered HR metrics to a unified strategic approach where employee growth is easily measurable and, most importantly, directly linked to overall business outcomes. What high-performing organisations are doing differently As noted by the ATD report, organisations that thoroughly excel in measurement and evaluation do more than just talk about aligning their learning with strategy. They make it happen by first pulling data from at least four different sources, including performance reviews, business figures, employee surveys and customer feedback. This gives them a crystal-clear, 360-degree picture of learning's company-wide impact. Then, they turn that data into something useful and visually engaging. High-performing organisations are the ones leveraging dashboards and metrics to communicate their insights with stakeholders and clearly demonstrate the return on investment so they can secure further support. Most importantly, top organisations don't just throw together training programs and hope for the best. They work backwards from their business goals to figure out what training they need to fulfil them. If the goal is to raise retention rates, employee training might focus on conflict resolution techniques or personalised communication strategies. Or, if the KPI is to get things done faster, training could involve streamlining processes, introducing new software or strengthening cross-departmental collaboration. This way, training programs are based on real data and target specific things the organisation wants to improve. This makes it easier to get the resources required, and teams can keep improving by tracking their progress, analysing the results and making adjustments along the way to ensure employees stay engaged and perform at their best. The future of learning means fostering meaningful progress, providing clarity for individuals and building an adaptable workforce. Success isn't simply about numbers; it's about empowering people to grow, which in turn grows the business. This is precisely where solutions such as Zensai's Learn365 play a powerful role. As Emma Taylor, Phoenix Software Talent and Development Manager, puts it, 'Any goals that require training can be linked directly to a course in Learn365, streamlining the process for the employee.' By being natively embedded within your existing Microsoft 365 ecosystem – including platforms such as Teams, Outlook, and Power BI – Learn365 transforms training from a disjointed, scheduled activity into an ongoing, measurable and intrinsically motivated part of everyday work. It enables a seamless flow of data that powers the human success approach, providing the future-ready model needed to connect learning directly to business outcomes and drive major transformation. Zensai understands the complexities L&D faces and offers a platform designed to simplify administration, accelerate ROI and enhance user adoption by putting learning where work already happens Is your organisation's learning strategy truly fuelling real business outcomes? If not, it might be time to move beyond traditional training programs and HR metrics to embrace a more strategic approach to your employee development. Don't worry – we can help. Download the Zensai + ATD report to explore what top organisations are doing to align learning with performance and drive sustainable success that actually hits. Rasmus Holst is Chief Executive Officer at Zensai, where he leads with a clear mission: to empower organisations to unlock their full potential through people-first technology and purpose-driven culture. With a career spanning leadership roles across high-growth SaaS companies, Rasmus brings deep operational expertise and a global perspective to Zensai's vision. His leadership is grounded in a belief that sustainable success comes from aligning business strategy with human success – where culture, clarity and capability converge.
National Post
25-06-2025
- Business
- National Post
New Global Research From Vultr Shows Advanced AI Maturity Drives Significant Competitive Advantage
Article content WEST PALM BEACH, Fla. — Vultr, the world's largest privately-held cloud infrastructure company, today released its annual AI maturity report, Navigating the Path to AI Success. The new report examines how leading organizations are leveraging artificial intelligence (AI) to drive superior business outcomes. With 87–91% of enterprises already reporting that AI adoption has led to measurable improvements in customer satisfaction, revenue, and market share, the business case for accelerating AI maturity has never been stronger. Article content 'AI maturity is no longer a distant aspiration, but a present-day imperative for organizations seeking to lead in their industries,' said Kevin Cochrane, CMO of Vultr. 'Organizations at the most mature stage of AI are raising the bar for success and outpacing their less mature peers in financial performance, innovation, and operational efficiency.' Article content Commissioned by Vultr and conducted by S&P Global Market Intelligence, the study surveyed over 2,000 AI-savvy executives and decision-makers across 12 countries. Respondents represented industries such as healthcare, government, retail, manufacturing, financial services, telecom, energy, travel, hospitality, media, gaming, and entertainment. While all respondents were using AI to some extent, the study employed a three-stage model to characterize the level of AI maturity in the respondents' organizations: Operational, Accelerated, and Transformational. The report also presents a qualitative perspective on AI use by enterprises of varying sizes, based on in-depth interviews with AI decision-makers and practitioners. Article content Building on last year's inaugural report, which established the link between model diversity and AI maturity, this year's findings confirm that organizations are accelerating multi-model strategies to strengthen their competitive edge. Key findings from the report include: Article content AI maturity delivers measurable advantage: 81% of Transformational organizations report better or significantly better financial performance—25 points above Operational peers. Capital is following AI workloads: 63% of Transformational firms already put more than 41% of their IT budget in cloud, pushing the enterprise average cloud share toward 43 % in 2025. Leaders scale through diverse, open model portfolios: Transformational organizations run 29% more distinct models than Operational peers and have grown average model counts 24% YoY. Execution constraints: Hardware and data pipelines slow scale-up, with top blockers being GPU capacity/performance (55%), security & compliance (45%), and real-time inference limits such as compute (54%) and storage throughput (53%). A decisive pivot away from hyperscalers is underway: 30% of respondents plan to build new GenAI projects with neocloud providers vs. 18% with hyperscalers. Article content As AI becomes embedded across more business functions—projected to reach 80% penetration within the next two years—enterprises investing in open model portfolios are achieving higher model diversity and year-over-year growth in deployed models compared to their less mature peers. The shift toward multi-model strategies and away from reliance on a single cloud provider is empowering organizations to tailor AI deployments to their unique needs and regulatory environments, supporting greater flexibility, security, and innovation in enterprise AI deployments. Article content 'As competitive pressures mount, AI has become a clear differentiator,' Cochrane added. 'The data shows that a comprehensive, multi-model approach to AI, supported by strategic investment and open, secure ecosystems, delivers measurable business value. For enterprises, the message is clear: those who commit to advancing their AI capabilities now will unlock new levels of innovation, efficiency, and competitive advantage in the years ahead.' Article content Vultr is on a mission to make high-performance cloud infrastructure easy to use, affordable, and locally accessible for enterprises and AI innovators around the world. Vultr is trusted by hundreds of thousands of active customers across 185 countries for its flexible, scalable, global Cloud Compute, Cloud GPU, Bare Metal, and Cloud Storage solutions. Founded by David Aninowsky and self-funded for over a decade, Vultr has grown to become the world's largest privately held cloud infrastructure company. Article content Article content Article content Article content Article content Contacts Article content Media Contact Article content Article content
Forbes
18-06-2025
- Business
- Forbes
How To Calculate The ROI Of Your ERP Implementation
Shiv Kaushik is Chairman & CEO of ICCG, a global business provider of Infor CloudSuite ERP M3 & Acumatica Cloud ERP. In my experience, enterprise resource planning (ERP) systems are among the most substantial investments a company can make. They're also among the most misunderstood. CFOs and CIOs routinely approve multimillion-dollar ERP implementations with the expectation of transformative outcomes, greater efficiency, sharper forecasting and streamlined operations. But if you ask, 'What's the ROI?' six to nine months after going live, the answers are often unclear or fragmented. I believe the issue isn't just the calculation; we're asking the wrong question far too late in the process. ERP systems promise a great deal, but without a strategic ROI framework in place, their value can be difficult to quantify. And in the absence of clear metrics, I've found that many leaders fall back on anecdotal wins or basic cost savings as justification. But ERP shouldn't just capture data; it should drive purposeful business outcomes. If we fail to attain a direct correlation between investment and performance, we have not captured the value of the implementation. Calculating ERP ROI should not be a one-time task post-deployment but rather an ongoing strategic initiative encompassing financial, operational and organizational results. The value of your ERP will span the lifetime of the system, so it's important to examine every facet of your ERP ROI, including: • Cost savings through automation, reduced redundancies and improved inventory control • Productivity gains from streamlined workflows and reduced manual input • Long-term benefits, including scalability, compliance, agility and improved decision making. So, how do you move from conceptual value to a clear, defensible ROI? Here's a strategic framework I use that can turn complexity into clarity: 1. Start where it hurts. Before technical requirements or vendor demos, make sure your team is aligned on the business problems the ERP is meant to solve. 2. Cost is more than a line item. Consider all costs: software, implementation, process redesign, internal effort and lost productivity during transition. Don't forget ongoing support, training and upgrades. 3. Let the metrics tell the story. Look at cycle times, order accuracy, financial close duration, customer complaints and forecast variances. These aren't just KPIs—they're proof points of business value creation. 4. Productivity is the overlooked multiplier. ERP systems should free teams from repetitive tasks and empower higher-value work. Track metrics like hours saved, transactions processed per FTE or reduction in manual workflows. Productivity isn't a side benefit—it's a multiplier. 5. Don't dismiss the intangibles. Faster decision making. Organizational agility. Improved governance. These are often the most powerful ROI drivers. Model them using scenarios or proxy values. In my experience, perspective matters more than precision. 6. Customize the insights. I find it's best to focus on segmenting ROI via business unit, time horizon or strategic outcome. 7. Make it a moving target. ROI is not static. Revisit it quarterly, annually and/or post-upgrade. Use it to guide future investments and measure long-term outcomes. Let the ROI conversation evolve with your business. ERP's true value isn't just in how much money it saves; it's in how well it enables your business to adapt, grow and compete. The ability to articulate that value in clear, confident business terms begins not with asking, 'What did we spend?' but with asking, 'What have we gained, and where can we go next?' Too often, the ERP story ends at go-live. But in truth, that's where the real story begins. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
30-05-2025
- Business
- Forbes
The Future Of Leadership In The Age Of AI
Jani Hirvonen is Global Head of Channel Partnerships at Google. Artificial intelligence is evolving fast. Every week brings new tools, new terms and new hype. It's easy to feel behind. But the truth is, we're still in the early stages. The best leaders won't wait to understand every model or master every technology. They'll lead with curiosity, focus on business outcomes and build a culture that can adapt. AI is changing not just what we do but how we work and how we lead. Here's how I believe great leaders can position themselves—and their teams—for success. The first step isn't choosing a model or tool. It's identifying a real problem that matters to your business. That could mean improving customer experience, boosting efficiency or supporting growth. Whatever it is, start there. Then explore how AI can help. You don't need to be a technical expert to lead on AI. But you do need to be curious and intentional. Try using AI in your own work. Build hands-on experience, ask questions and share what you learn. Modeling that mindset helps others feel confident doing the same. It's also important to understand how AI fits into your broader strategy and how to implement this. Some companies leverage in-house solutions, others choose third-party solutions. The right answer depends on your capabilities, business processes and priorities. Whatever path you choose, stay focused on value, not novelty. Many senior leaders feel overwhelmed by AI's pace. That's understandable. But trying to keep up with every development will leave you ineffective and spinning. Focus instead on what drives business value and surround yourself with people who can translate complexity into impact. Encourage small experiments. Give teams permission to test new tools and learn from mistakes. Create feedback loops to scale wins and learn from failures. Change happens incrementally. Choose momentum over perfection. The most successful leaders will be the ones who show up with a learning mindset. They'll get comfortable not having all the answers. They'll ask better questions. And they'll focus on building teams that are agile, accountable and aligned. AI is only as good as the data it uses. That's why data fluency for leaders is more essential than technical mastery. You don't need to become a data scientist, but you do need to understand how data quality affects AI outcomes. That includes knowing how your systems collect and store information, what biases might exist and how insights are being used to guide decisions. For example, if your customer data is incomplete or inconsistent, no model can fix that. Before applying AI, make sure your inputs are accurate. Ask where the data is coming from. Challenge assumptions, and encourage your teams to do the same. Leaders who embrace data fluency can guide smarter conversations, make better decisions and hold their teams to higher standards. It's about asking, not assuming, while creating a shared understanding of what good data looks like. Ethics in AI is foundational. Every AI decision, including what data you use, how you automate and what outputs you accept, can have ethical implications. Leaders must be proactive in identifying and managing risks. That means asking tough questions. Is the data biased? Are we over-automating at the expense of human connection? Can we explain how decisions are made? Are we protecting privacy and security? Ethics shouldn't come after strategy. It should shape it. It's also important to be transparent with your teams. No one can offer complete job security in a disruptive environment. But you can offer honesty, guidance and upskilling opportunities. Helping people understand how their roles might evolve—and how they can prepare—builds trust. AI is not just a technology shift. It's a transformative shift that will impact people, culture and operations. It's also a leadership shift. It's still up to us to decide how people and machines work together. Today, leaders can start small. Focus on use cases with clear ROI. Pilot, measure and learn. Don't get sucked in by the noise. And don't start with AI—instead, start with a problem you need to solve. Over time, build a leadership mindset that sees AI as a partner, not a threat. Know when to rely on AI, when to override it and how to shape a culture where both humans and AI can thrive. The future won't reward perfection. It will reward adaptability. The best leaders won't be the ones who know everything. They'll be the ones who learn quickly, think clearly and lead with intention. Forbes Business Development Council is an invitation-only community for sales and biz dev executives. Do I qualify?
