* The entire company is really just focused on data
* Getting more Data to stakeholders and to the right people
* How can Siying's team empower managers to collect their own data?
* Content is also building very quickly and the content is very tailored to specific people.
* Not easy to create new groups and add people. No cloning of courses.
* More people are involved with Rise Development and Creating Courses.
* Rise & Northpass are not really compatible, nor is SCORM in general.
* To allow the hiding of TOC, DV has to raise a ticket to Northpass to request it. This is done on a case by case basis.
* They want more control over everything. Everything is a workaround. They want to be able to quickly change things.
* Siying doesn't always get prep time for things, so it doesn't behoove her to submit a ticket etc.
* A lot of courses assigned to a lot of different people, multiple pages of courses.
* Cannot filter courses well, especially when resetting course progress. They have to change the course name temporarily to something that starts with A so that it shows up higher in the list.
* All the dropdowns are not user friendly because with long lists, it is glitchy and doesn't show all the courses.
* SCORM Pacages hurdles:
* They can't easily add SCORM packages to the course because it doesn't show up in alphabetical order
* The names are not easily readable, you have to scroll very carefully to find the right course.
* Siying is literally preventing her boss from using Northpass so he doesn't throw it out of the window before the contract is over.
* They have a new VP of Talent Management with them onsite and they will know by next week if they are keeping Northpass or not.
