* They have recordings and bi-weekly follow up documents of all this new product knowledge
* She was hoping to put it into Northpass, but her VP said there is "information overload" and they need to simplify everything.
* Initiative fatigue in the company
* A big barrier is getting people into Northpass. Setting expectations to have them login to a new system makes it feel like another "task" for employees to do.
Recreating the partner training, and redoing it again next month. Sophia is hopeful to get to use Northpass for this new product training. Any chance for her teams to utilize Northpass would be beneficial. They have a tool that they can use!
Big shift in the coming weeks. Begin planning a revenue generating professional development product. Two models are being proposed, both are asynchronous. The earliest they will discuss the gap analysis for these initiatives if 29th, with follow up on the 5th. She will let me know on the 22nd if anything changes in their urgency and planning.
Their meeting from Tuesday was moved to tomorrow (12/2). Also, it may not even come up, so this is just good to have on hand. The project tables have turned, but they need to prove that this is valuable.
What does that mean?
Their EVP's vision of this project (revenue generating professional development product), is different than what he was thinking. Since it's not turning into what he wanted, he's losing interest. He was expecting a different market with a different product. He wanted a broader market and products - but neither serve the company's goals right now. He wanted to go into a market for customers and non-customers. But Larson isn't know as a professional development company, so acquisition would be all but impossible.
He didn't realize how far away they were from having that sort of reputation. They are not in a position to create a professional development material for such a large market.
Another big goal is retention. But this isn't focusing on that.
#### Presentation
This will be useful for gap analysis, at some point.
She was curious about slide 7 - what was my thought process?
She likes it because her and her VP of sales are *super* focused on retention. But she didn't understand how it might be useful.
Her thoughts:
* It either needs to be even more detailed with how it all gets done
* Or it needs to zoom out and show how the 5 circles fit into the Big Larson logistics
DONE: Better understanding of the ILTs, specifically Live trainings.
DONE: They are unsure about automation logistics. What does it look like (the user experience) to Automate (SFDC, Pendo) and Authenticate users, and offer a portal.
They now market themselves as Big Ideas Learning, change branding to Big Ideas Learning.
Salesforce is what they use for orders, and Pendo is what they use for experience.
Retention is based on funding. Many districts can't find budget, they get what they get and that's it. Some do find it from student budgets, intervention funds, etc.
Not many annual contracts. They barely offer 3-year contracts, most are 5-7 years.
However, there are always ongoing discussions about changes to contract. For instance, a district might have bought a 6-year contract with only one year of PD. So in year 2 they will look for more PD.
*New Projects for 2023:*
* (Small) Significantly updating their district admin portal. They are thinking about putting together a course for admins to learn more about the changes.
* (Small) In the last year, they have increased their integration level with Canvas and Schoology. Districts are expecting them to train on products that aren't theirs. Such as, a course on Schoology or Canvas. Internally, they will create some generic course info for districts.
* (Bigger) National and Florida project courses will need to be put together for the new K-5 product. This will be a lift, so they need to get more agile and flexible when it comes to upgrading and creating a new courses.
Share best practices on content creation, and workflows and functionality, etc. If they can create and publish courses with fewer videos, that would be best. UX should be effective and enjoyable. The creation of videos can be a big lift.
DONE: Send Chris Information regarding embedding, authentication, groups & people, properties, and what design changes are available on enterprise vs premium.
They had their first "scaled strategy" meeting this last week. They are interested in a viable repository of learning info and want to use Northpass. Hopefully by September 1st.
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Original request was "100 courses over the next couple years". Is there a way to break it down into quarters or smaller time frames?
Roll out hope: 32 courses across 5 Learning Paths over a period of early 2026.
More immediate: 7 courses within 1 year.
Hard deadline for these first 7 courses: Q3 of 2025 people are using it. Ready to go and released by end of Q2 2025.
Quizzes may be done first - all the content within NP and then videos will be added in later.
The seven courses will be released at one time, but they will be authored on a rolling basis.
Ideally the updates will be done on that same rolling basis.
Other design changes? Ideal state?
* Addressing wrong answers - can we do this for them?
* Currently they are just including another activity after the quiz
* End of quiz is still okay - they just want to hide the correctly responded quiz answers.
* Short answer: any hope of having the users responses displayed somewhere.
* Where should this show - LX or custom page?
* Both? The activities are involved. If they were in person, they would be discussion based. They want the users to review and reflect on what they just responded on.
* Journal-type page. How can the user look through their previous answers.
