Can learning grow revenue? Yes, it can.

Steve Dineen

CEO & Chief Storyteller

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After experiencing first-hand the disparity of education in the developing world, Fuse Universal’s CEO and Chief Storyteller Steve Dineen founded FuseSchool – an educational platform that delivers GCSE-grade education to anyone in the world, for free. And from that came the Fuse Integrated Learning Platform.

Fuse uniquely turns conventional learning on its head, giving organisations the ability to deliver measurable business results from their learning. With built-in translations, a video engine and powerful analytics, Fuse lets businesses unlock the power of their own experts and scale that learning across the entire organisation.

Steve’s mission is clear: to democratise access to high-quality education, and bring learning up to the speed of business. Fuse’s growing client base which includes AstraZeneca, Scandic Hotels and Spotify, have all seen the difference that Fuse can make.

Digital transformation is changing the way that business gets done today. But whilst the scope and sphere of technology is expanding, every business unit is under pressure to prove its value.

For learning leaders, this is difficult, with most conventional learning being based around the Kirkpatrick Model. This was never designed to provide proof of positive change – reasonable evidence suggesting that the training seemed to be working would suffice.

But it isn’t working. Research on the Ebbinghaus Curve has shown that people forget up to 50% of the information that they’re taught on a course within one hour. This quickly rises – after a day, it’s nearer to two thirds and can reach 80% by the end of the month.

That’s a huge amount. The fact is, the actual business value of conventional learning programmes is often nil.


A high-street challenge

This was an issue faced by high-street retailer Carpetright. Carpetright recognised that a robust L&D strategy was essential to maintain their organic growth, yet in difficult trading periods, the learning budgets were the first to be cut.

The cost of the programmes was one issue – they were expensive and cumbersome and ineffective at scale. Equally, a combination of outdated systems and a poor user experience led to low engagement and employee attrition.

Carpetright partnered with Fuse Universal to put in place a learning ecosystem that was scalable and that allowed them to measure their results. By adopting the Fuse Integrated Learning Platform, Carpetright were able to shift from course-based learning to an expanding suite of microlearning assets, which drew on in-store expertise, delivered via familiar channels such as app-based searchable videos.

The initial results showed that there was a 4% increase in employee engagement measured against the previous year – a strong indicator that the strategies were successful in re-engaging the Carpetright employees.

Next, a study was done in collaboration with UCL. With a Fuse learning plan in place, this compared the sales performance of Carpetright’s underlay product over nine months with the sales performance from the previous two years.

The results were positive. The UCL experts found that 71.4% of employees had an increase in sales, and there was a statistically significant increase of 13.2% in sales.

A new inversion

The biggest change that Carpetright made was perhaps the simplest: an inversion of the Kirkpatrick model. Carpetright defined the business problems that they wanted to address, and shaped the learning to achieve them.

The clearest takeaway was that aligning content to employee’s personal habits increased engagement with learning and development in turn, grew revenue.

For learning leaders, this is reassuring news. The prospect of being able to deliver measurable business value from learning is a true game changer. Companies like Carpetright are a clear example of what bringing L&D into the future can achieve for a business. You can't deliver today's learning with yesterday's technology; but it's today's learning plan that will be driving tomorrow's profits.


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