Training and Measurement
Adoption metrics are the easy number. This page proves the harder one. Did the training actually produce return.
Context
A dashboard that goes green the day everyone gets a license does not tell you whether anyone got better at their job. MillerKnoll needed training that builds judgment and a measurement story that holds up in front of a skeptical executive.
What I built
A Learning Management System build: 14 courses plus a supporting prompt library, delivered to reach thousands of associates across North America and Europe. Curriculum tiers map to the readiness framework (Explorer, Integrator, Architect) so course completion connects to observable behavior change, not login counts.
How it worked
Lead with the number, then explain the path. Courses pair short concepts with applied practice. Completion is necessary but not sufficient. Measurement stays tied to return, not soft engagement vanity.
Outcome
ROI exceeded the $100K target by at least 5x on a single project. That is not a soft engagement metric. It is a number a CFO can argue with, and it still holds up.
Everything else in the portfolio (the Alphabet, the toolkit, the sustainability model) makes the case that the program has taste and rigor. This page makes the case that it also makes money.
What I’d do next
Publish a short methodology note for the ROI calculation when leadership clears the detail level. Keep course topic breakdowns on the Framework page so this case study stays numbers-forward.