{"id":62980,"date":"2024-12-06T17:51:46","date_gmt":"2024-12-06T17:51:46","guid":{"rendered":"https:\/\/explore.local\/2024\/12\/06\/astrazeneca-builds-learning-tech-ecosystem-for-global-impact\/"},"modified":"2025-04-04T20:59:46","modified_gmt":"2025-04-04T20:59:46","slug":"astrazeneca-builds-learning-tech-ecosystem-for-global-impact","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/blog\/astrazeneca-builds-learning-tech-ecosystem-for-global-impact\/","title":{"rendered":"AstraZeneca Builds Learning Tech Ecosystem for Global Impact"},"content":{"rendered":"\n

An American born in 2021 has a more than 70% chance of living to age 100<\/a>. And most of the places AstraZeneca employs people\u2014Germany, France, Sweden, and the UK\u2014have even higher life expectancies<\/a>.\u00a0<\/p>\n\n\n\n

\u201cWorkplace skills used to last you for pretty much your whole working life,\u201d noted Rosemary Hoskins, Global Capability Lead at AstraZeneca. \u201cNow, that working life is getting longer. But the skills don’t even last for five or ten years.\u201d<\/p>\n\n\n\n

L&D departments in large, long-standing companies like AstraZeneca are looking at the future of their workforces and rethinking how to keep employees skilled long-term. More and more, progress requires a new learning strategy<\/strong>, a better learning technology ecosystem<\/strong>, and better ways to ensure L&D programs deliver real, and measurable, business impact<\/strong>.<\/p>\n\n\n\n

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Delivering The Right Skills\u2014at the Right Time<\/h2>\n\n\n\n

For years, AstraZeneca was known mostly in Europe. But thanks to its partnership with Oxford University and its focus on enhancing learning, the research pharmaceutical company is now famous worldwide for rapidly producing and distributing its COVID-19 vaccine.<\/p>\n\n\n\n

In 2019, AstraZeneca leadership set a goal of creating growth through innovation, and leaders knew L&D would play a big role. That meant creating a place where people knew what skills they had. Moreover, it meant inspiring people to increasingly embrace the go-getter mindset required to gain the skills they still needed. <\/p>\n\n\n\n

At the time, the company was drowning in a whopping 75 learning systems that delivered a small, mostly English-language offering to about 110,000 workers. Employees struggled every day to find learning content they could use to perform better.<\/p>\n\n\n\n

Worse, much of the content was designed for in-person learning; it certainly wasn\u2019t serving the company\u2019s hybrid working model, in which most learning professionals sit in separate business units or disparate regional markets.<\/p>\n\n\n\n

Driving Strategic, Radical Change with Degreed<\/h2>\n\n\n\n

L&D leaders started by identifying seven key areas of change, evaluating their current state and setting goals for the future.<\/p>\n\n\n\n

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Content Discovery and the Employee Experience<\/h3>\n\n\n\n

Hoskin\u2019s team envisioned a learning tech stack that made finding content easy for employees\u2014and delivered analytics needed to drive learning initiatives. The team chose Degreed as the primary AstraZeneca learning platform because it powers each stage of content discovery.<\/p>\n\n\n\n

With Degreed, employees can:<\/p>\n\n\n\n