Under pressure from modern business conditions and practices, technology is being harnessed to help more people learn more things quicker than ever before ± thus enabling them not only to do more things but to do new things, and do them better than would have been the case under the traditional, instructor-led training system. There is a danger, however, that people will fall in love with``technology'' and ignore the value of ensuring that e-learning materials cater for learners' needs and follow the principles of effective instructional design. One of the leading companies in the field of producing custom built e-learning solutions, VEGA Skillchange, outlines both its philosophy and the process it uses to ensure that this is the case. Finally, three case studies ± Standard Life, Gartmore Investment Management and DailmlerChrysler ± illustrate how e-learning is being used effectively in different contexts to produce competitive advantage.

PurposeThis paper's aim is to outline trends and recent developments in the design, developments and use of mobile learning.Design/methodology/approachThe paper uses interviews with key players in the mobile learning development sector, along with complementary research.FindingsIt is found that: mobile learning is developing fast – not just in terms of applications but also in terms of its philosophy and standards; mobile learning can offer great value to learners because it can connect employees to the knowledge and expertise they need, when and where they need it; and new standards, authoring tools and authoring approaches to mobile learning are developing.Practical implicationsMerely transferring classroom based training to “e”, and especially mobile, learning does not really work. New technology, techniques and interoperable standards need to be – and are being – developed for mobile learning.Originality/valueNo comparable articles exist.

TATA Interactive Systems (TIS), which has one of the world’s largest teams for the design and development of custom‐built e‐learning solutions, is committed to achieving the most exacting quality standards. Towards the end of last year, TIS became the first company providing custom‐built e‐learning solutions to be assessed at level 5 on the capability maturity model (CMM) scale. The CMM is the most rigorous quality standard world‐wide and encompasses leading companies such as Boeing, Raytheon, IBM, NASA and Motorola. Its prestige and value – well‐known within the IT world – are beginning to be recognised within the e‐learning world too. One key component in TIS’s drive for consistent high quality is its application of “six sigma” techniques to its development and production processes. This is explored in the article, first by describing an “outside‐in” approach, then key concepts, project stages, changing business processes, a three‐step cycle and criteria or secrets for project success.

PurposeThis paper aims to outline some key issues in mobile learning technology.Design/methodology/approachThe paper discusses the impact of mobile learning technology, based on the author's experience in the field.FindingsDecide, design, develop and deploy is the standard four‐step process relating to technology. The drivers for adopting new technologies in learning include not only the suppliers and the customers (the buyers) but also the consumers (users) – in other words, everyone. Increasingly – since about 2006 – consumers want to use mobile devices for learning and for the less formal “performance support”. Initially, there can a high cost of ownership (of the latest mobile devices). So the key issue for HR and learning & development (L&D) professionals is how to get the maximum value from, and use of, this technology.Originality/valueThe paper outlines key issues in mobile learning technology facing HR and L&D professionals, in particular how to get the maximum value from, and use of, this technology.

Purpose – An outline of the 2015-2016 industry benchmark report produced by Towards Maturity, a benchmarking research company that provides independent advice and support to help organisations use learning technologies to accelerate business performance. The purpose of this paper is to examine the report and highlights some of the key findings from the research – and the conclusions drawn. Design/methodology/approach – A report, making use of research data from more than 600 learning and development (L & D) professionals in 55 countries and inputs from 1,600 learners. It also sets out comments and conclusions by those closely involved in the research. Findings – Among the many findings contained in the report are that: L & D professionals have high aspirations for their role; top performing organisations actively support the self-directed learner, as well as equip their L & D teams to cope with and lead change; evidence from top performing organisations highlights that business leaders now expect more – and different – things from their L & D professionals; and all L & D professionals are responding to the changing corporate learning climate by looking to improve their: efficiency; processes; organisational productivity and engagement; business responsiveness and learning culture. Research limitations/implications – As with all surveys – even those, like this one, which include a significant sample – this report is only as valuable as those surveyed are representative of the L & D sector and of corporate learning. However, the benchmarking survey covers 55 countries and over 2,000 people. Practical implications – This is the 12th year of the Towards Maturity benchmarking study, so this year’s data rests on a wealth of previous data – to provide information on trends in learning and L & D. Moreover, the study’s results show how L & D is changing in its relationship with businesses and business leaders – and how this needs to develop further. Social implications – For L & D professionals, taking advantage of benchmarking – and applying the lessons of research such as those revealed by Towards Maturity – can result in: lower costs – through discovering more cost-effective processes and systems; improved quality in terms of such things as products, services and customer care; and increasing sales and profits – through understanding how to improve functions, operations, products, services, pre- and post-sales customer care, as well as lower costs. Originality/value – No organisation other than Towards Maturity carries out a benchmark survey such as this.