L`Oréal Case Study: Learning for all

When organizations decide to change their approach to learning today, too often they remove classroom interactivity and replace it with dry, content-driven training on computer. This unimaginative approach usually puts its focus on testing and completion rather than on performance and learning.

L`Oréal, however, could never be called unimaginative. The cosmetics and perfumes manufacturer, headquartered in Paris, is a huge, creative powerhouse. Over more than a century, L`Oréal has established itself in 130 countries, employs over 60,000 people and manages global brands such as Garnier, Maybelline New York, Lancôme, Giorgio Armani and Ralph Lauren.

This company has always thrived on creativity and on a strong culture of informal learning and idea sharing. So in 2008, when new CEO Jean-Paul Agon endorsed the idea that L`Oréal should enable learning for all employees, this was very much in line with company values.

There were only two questions: how to make it possible and how to do it while still supporting L`Oréal's strong tradition of work-based, networked and informal learning.

Download