Business Process Reengineering for the Use of Distance Learning at Bell Canada

Business Process Reengineering for the Use of Distance Learning at Bell Canada

Tammy Whalen (Bell Learning Systems, Canada) and David Wright (University of Ottawa, Canada)
Copyright: © 1999 |Pages: 14
DOI: 10.4018/978-1-878289-56-8.ch017
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Abstract

The Bell Online Institute (BOLI) represents a radical change to the way Bell Canada provides internal training to its 27,000 employees. BOLI specializes in Web-based training, one type of technology enabled (distance) learning. Web-based training is a significant departure from the more traditional classroom-based practices at the Bell Institute for Professional Development, which is the organization that oversees all employee training at Bell Canada. This case study examines the use of Web-based training at Bell Canada in the context of business process reengineering. We present a theoretical context and a practical guide to how technology enabled learning changes the business processes in an organization. The study defines the processes that are required to deliver Web-based training, the value to the internal and external business practices of the organization, and the costs for each process. The wider applications of this case study are identified and will be of interest to those in other organizations that are moving from classroom delivered training to distance delivery. This case study describes changes in the organization that result from reengineering, including the impact Web-based learning has on training plans, student needs assessments, the ability to provide specialized curricula, training students and instructors in using new technologies, and establishing a principle of continuous improvement. Alternative ways of achieving project objectives are presented, along with organizational impact, technology alternatives, and cost-benefits.

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