Education-as-a-Service for a Multinational Agri-Input Company

Education-as-a-Service for a Multinational Agri-Input Company

Recently, the Agribusiness Academy team was involved in a discussion with the management team of multinational agri-input company that had developed the mandate to more than double its revenues (from $400 million to $1 billion), over a 4-year time frame.

The strategic team quickly realised that while they had the products - and a presence in key growth markets in Asia and Africa - they needed a well-planned talent development roadmap to meet their targets.

During the two days of brainstorming we had with the team, we laid out the following key pointers to consider in building their talent development academy:

  1. Their currently active talent at managerial positions needed programs that helped them understand the strategic direction in which company is prepared to moving ahead and most would need the skills, tools and the approach to address the business dilemmas that they would encounter in realising this roadmap
  2. Currently active talent that will take-up leadership and decision-making roles need a very fundamental understanding of how business works, how to innovate to create business value and most importantly create a mindset and skills to build and manage teams
  3. For the talent that have been recruited to join the company would require a sort of an industry readiness programs bridging the knowledge and skills gaps they have to transition from an academic setting to a business setting

While reviewing what would be the best approach to realise their talent growth ambitions, they were keen on setting-up their internal academy that had learning and development content and expertise. This should be centred around outside-in management and industry knowledge and blended with the ways the company’s business was organised, the competitive landscape it operated in and the culture that was established.

In essence, it was understood by the current company leadership that personalisation of the learning and development to the conditions in which the company is operating and will be expected to operate going forward was paramount to achieve their talent development plan. This would help them achieve the revenue ambitions going forward.

Agribusiness Academy team is currently developing customised curricula for the talent at all the three levels of the company. This curriculum will have the following themes as the centre of the:

  • Food and nutrition security Management
  • Business models in Food and agribusiness
  • Agribusiness value chain management
  • Agribusiness Finance
  • Agri-input sales and marketing in a digital world
  • Consumer behaviour in a digital world
  • Agribusiness sustainability
  • Agri-tech innovations

  • A significant part of the curriculum would have the content (videos, presentations, case studies, reading material and workshops) would be specific to the company and the value chain within which it is offering.

    Agribusiness Academy is developing a talent development plan within its Education as-a-Service model targeting the following outcomes:

    1. Seamless delivery across functions and geographies: The custom design programs should cover the knowledge and innovation demands of talent across the company functions and geographies and should be offered in a seamless manner. The blended learning model which consists of customs designed e-learning modules, interactive sessions and One-on-one coaching sessions. Two on-location boot camps each year organised at a central location for each program to bring the working team dynamics and collaborative spirit to the new level.
    2. 50% of the cost of current proposals: The above objective should be realised within 50% of cost of the current proposals they had on their table. The proposals were mostly on-location based and did not cover the talent development at all the 3 indicated/required levels.
    3. Employee retention from the current 80% to a 90% in 4 years: The talent development plan should lead to better fit of the employees to organization culture reducing the employee exit rate from 20% to less than 10%

    The modular Education-as-a-service model of Agribusiness Academy helps deliver content and learning solutions to suit Food, Agri-tech and Agribusiness organizations of all shapes and sizes. You can learn more about our approach and capabilities here: https://agribusiness.academy/

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