Learning to Put People at the Heart of a Digital Transformation

Business Challenge

Pirelli recognized the need to transform its internal processes and management approach to increase its speed of innovation and develop the business agility required to succeed in today’s global marketplace.

Pirelli knew that for such a digital transformation to be embraced and driven internally, it had to start by enabling its nationally-diverse and globally-dispersed professional staff to communicate effectively, in and outside the organization—in English.

They also saw the value in developing a learning program that would embody and demonstrate the benefits of the cultural changes it was looking to drive.

Solution

A pilot program, involving 100 global managers across four countries, tested the effectiveness and challenges of introducing a digital-first solution.

Learnship worked with Central HR teams and “in-country” HR Managers to develop KPIs that met company-wide goals and local business challenges.

The program has involved 20 countries, and over the past 5 years has been credited as a critical success in the adoption of digital learning as a common approach to all Pirelli learning needs.

Results

Over the 5 years of the program Pirelli learners saw an increase in their ability to work in English, saving 1.7 hours per learner per week as reported by managers.

Since 2012, more than 25% of Pirelli’s white-collar workforce have been exposed to a digital learning solution—exceeding the company’s goal of 20%—with more than 1,400 employees benefiting from the program.

“Learnship’s competence in change management goes well beyond designing and implementing new L&D programs; we have been fortunate to capitalize on their experience and know-how to support Pirelli’s HR and digital transformation initiatives in learning.

Donatella De Vita, Global Head of Learning, Welfare and Engagement