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Released client evidence
A.J. Gallagher / Change adoption / Role-based learning
How SDI translated a multi-branch operating-model change into role-specific learning, point-of-need support, and a more consistent employee experience.
01 / The business problem
Growth through acquisition left branches using different systems and processes. Roles were not consistently allocated, operating pressure was high, and a major technology-and-process integration risked creating more disruption if people could not perform in the new model.
02 / What leaders needed to decide
The business needed to determine what each role had to know and do across four core systems, then build a learning and support experience flexible enough to work during the day—not only inside a formal course.
03 / What SDI did
Worked with subject-matter experts to define role-specific knowledge and performance requirements.
Built the Learnit system across agency management, document management, proposals, and workflow tools.
Combined simulations, videos, job aids, and eLearning so the same assets supported learning and point-of-need use.
Released content in intervals and updated it as the operating model and global infrastructure evolved.
4
One connected learning architecture supported the operating change.
Role-based
Content was organized around what people needed to perform.
Point of need
Resources remained available after initial learning.
04 / What the released record shows
The released case study records high employee engagement, requests for additional modules, greatly reduced downtime at go-live, and continued use of the learning assets for talent development and operational consistency.
“They understood our culture and our strategies. This partnership was the reason we selected them over Accenture.”
What the evidence does—and does not—support
Competitive-selection and downtime language appears in the released client case-study record.
Source basis: Released SDI / A.J. Gallagher case study.
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