Tag: coorpacademy

1 million Battles have been played on all Coorpacademy platforms!

 

Learning is difficult.

Learning new skills has always been tough, in school or in corporations. To remedy this situation, we provide on the Coorpacademy platforms features coming from the gaming world to sparks engagement and make training fun, addictive and attractive.

Gaming features provided by the Coorpacademy platform

The Battle mode, one of our most iconic gaming feature, has a significative impact on learning, in the short-term but also in the long-term. What’s a Battle? A mode where the learner can challenge another one in a quick quiz battle.

You think you’re unbeatable on cognitive biases, those thinking traps that can easily trick your mind and ways of thinking? You want to challenge your colleague Anna on the topic? It’s easy: launch the Battle mode, click on “Create a Battle”, choose your Playlist, the course and the course level (in this case the “Always one step ahead!” Playlist and the course Cognitive Biases: Thinking Traps) and answer the questions.

Once the quiz is done, Anna will receive an email inviting her to answer the same questions. The one who has the most right answers wins the Battle, and then Stars to climb up the ranking. If it’s a draw, the one who answered the fastest wins the Battle.

You won? Anna wants her revenge and challenges you again on her favorite course, Inbound Marketing and Growth Hacking! Anna challenges you with the Battle mode

Because you’re doing Battles, Anna and yourself are more engaged in your training courses. It’s been proven that Battles were improving coworkers’ engagement in corporate training.

In our Learning Report 2018, we identified a type of learners, the Players (the learners who played at least one Battle) and we realized that Players were more engaged and more efficient in training. The Players are 2x more present: the number of months that a learner is active on the platform during his/her whole learner life cycle is two times higher for Battle players than for non-players. The Players are also 3x more active, with more than 3x more lessons viewed. They also dive deeper into the content: they have started and completed 7 more modules on average than non-players. Finally, the Players are 13% more successful (success rate is measured as the completion rate of started modules) than non-Players.

Our clients are also seeing the difference. In our latest interview with BNP Paribas Asset Management (they launched their Coorpacademy-powered platform Digit’Learning in May 2018), Sylvie Vazelle-Tenaud, Head of Marketing Europe for Individuals, Advisors and Online Banks, told us:

We present the platform as a tool for gaining expertise with a gaming aspect. In our communication, we mainly highlight the functionality of “lives”. We also highlight the fact they can earn stars. This functionality enables us to generate emulation between employees and make them want to take the courses again. Conversely, we didn’t communicate very much about battles but the employees discovered that functionality on their own and loved it! Coorpacademy offers flexibility in learning without being time-consuming, as the average duration of an entire learning journey is 20 minutes. Employees build their expertise in record time while having fun!

Indeed, more than 70,000 Battles have been launched on the BNP Paribas Asset Management platform in only one year. Playing is natural, it doesn’t seem to require a lot of effort and at the same time it helps and favour learning.

Learning becomes easier.

On all our platforms, we reached 1 million Battles played!

Will you launch the 1 million and one?

Ready, steady, challenge!

Behind the scenes… Changing your life successfully: interview with Jean-Marc Tassetto, co-founder of Coorpacademy, on BFM Business (French TV)

 

 

BFM Business (French Television Channel dedicated to business news) was interviewing Jean-Marc Tassetto, co-founder of Coorpacademy and former Managing Director of Google France on Tuesday February 26th. The show was anchored by Stéphanie Coleau, journalist for BFM Business.

The video is in French but you can find the transcript in English below:

Stéphanie Coleau: “Every night, in After Business, we discover the personality of a CEO and how they became entrepreneurs. Where did they get their inspiration? What gives them the desire to make a difference. Tonight, I’m with Jean-Marc Tassetto. Good evening!

Jean-Marc Tassetto: “Good evening!”

Stéphanie Coleau: “You’re the former CEO of SFR, more recently the former Managing Director for Google in France, and you decided a few years ago to leave everything to create your own startup, a corporate digital learning startup called Coorpacademy. Why this change? It’s pretty rare to see a big boss leave everything for a small structure…

Jean-Marc Tassetto: “I left everything for a small company but for a major project. The major project is the transformation of education; in this case continuous training and learning. In this end, it’s taking part in the skills revolution. We’re now facing the 4th Industrial Revolution which transforms all organizations – such as this beautiful TV studio which is completely digitalized for example. The revolution impacts all organizations but also individuals who are facing new stakes and new skills. So I wanted, with my two business partners Arnauld Mitre and Frédérick Bénichou, to launch a digital training platform project.”

Stéphanie Coleau: “How do you decide to leave Google for example? What happens inside your head at this moment?”

Jean-Marc Tassetto: “A lot of recklessness, a lot of envy, meetings like always. With this feeling that, deep down, everything converges. The teacher’s son that I am, the former teacher, the manager facing the mediocre skills of the bad understanding of what’s really going on, a meeting in California with a Stanford professor, Peter Norvig, who told me that he gave a lecture to more than 165,000 students – so the discovery of massive open online courses – and a lot of discussions with Arnauld and Frédérick on what we could do to impact and transform continuous training and learning. Everything happened at the same time. I had this feeling that I had to do it. A real impulse.”

Stéphanie Coleau: “I welcomed here a few days ago Guillaume Poitrinal, former CEO of Unibail-Rodamco who left to create Woodeum. He told me: “There was a moment where I was not learning anything, where everything became too comfortable, there were no contradictions anymore, no challenges. Is this what you felt?”

Jean-Marc Tassetto: “Theres’s indeed this rush of adrenalin. In large corporations, I thought to myself that too many people had the power to say no. Sometimes, it takes 4 month or 6 month cycles to just take a decision, with a lot of people that need to be involved in the process. It’s a bit of a mood killer when you want to make a difference, when you want to be an intrapreneur or an entrepreneur. When you launch your own project, you have this adrenalin rush – I have to admit that I was also panicking a bit on the first day. You’re facing your laptop, your Powerpoint, your smartphone, and it’s on!

Stéphanie Coleau: “How did that first day go?”

Jean-Marc Tassetto: “I panicked. It never happened to me before. I was more than 50, I had two business partners extremely excited about the project – we’re very complementary. Despite all that, you’re all alone on the first day. On the second day, you have your first taste of freedom. On the third, the adrenalin rush, and nothing will make you look back because you’re creating a real project with people you love supporting you. And then it was on!”

Stéphanie Coleau: “And you’re the only one in charge.”

Jean-Marc Tassetto: “Well, the only one, with business partners, with coworkers, with bankers, with clients. But yes, you’re becoming an entrepreneur, with an autonomy level that is probably higher than the one I had in large corporations.”

Stéphanie Coleau: “What made you start Coorpacademy? You’re the son of a teacher, is this a return to your roots in the end?”

Jean-Marc Tassetto: “It’s not really a return to my roots, it’s more a projection into the future. The 4th Industrial Revolution is transforming organizations, so we need to rethink training. We need to rethink everything. We need to rethink pedagogical processes, tools, integrated experiences between contents and platforms. We need to massify and scale fast. So no, it’s more a projection into the future, with the certainty that, facing the uncertainties, training and learning will remain critical factors of personal evolution, personal fulfillment and employability. It’s more the need to lead an impactful project.”

Stéphanie Coleau: “Is it the meeting with a Stanford professor that triggered this desire?

Jean-Marc Tassetto: “It was a triggering factor that made me think to myself: “it’s possible.” But it was particularly the meeting with Arnauld and Frédérick that made me want to do it. We met in a small office in January 2013 and we told ourselves: “do we take the plunge?” Frédérick a serial web-entrepreneur, Arnauld was working with me at Google, and we told to ourselves: “if we take the leap, it’s to do something ambitious. This is the Google mentality with the moon shots, the big bets: if we do something, we might as well do something ambitious and impactful. Then we decided to jump in, and I don’t think any of us had any regrets for the past 6 years.” 

Stéphanie Coleau: “What does Coorpacademy represent today?”

Jean-Marc Tassetto: “Coorpacademy, it’s now more than 800 000 learners, including 40% outside Europe. It represents 71 coworkers and we’re very proud of the quality of our team, of these young people who wanted to participate in this adventure, these people who wanted to give meaning to their professional projects and who decided to get involved with us. But Coorpacademy also represents more that 40 content partners, more than 1,000 courses on the platform, and is acquiring a European leadership in the workplace, which is our playground. All this create even more ambition for the future.”

Stéphanie Coleau: “Speaking of which, what is your ambition today? You worked in large corporations, you’ve created your own company, what do you want today? What is your ambition?

Jean-Marc Tassetto: “Our ambition is to become the European leader of Corporate Digital Learning. There’s a big move in the US, with major players such as LinkedIn Learning – it’s something, it’s Microsoft. Jack Ma, in China, said he was leaving Alibaba’s operations to focus on – guess what – education. We think there’s a geo-strategical space to take. Are there any European giants? We would like to be the European giant of Corporate Digital Training. 

Stéphanie Coleau: “What do you like the most about being an entrepreneur? To be free?”

Jean-Marc Tassetto : “I come from Marketing, and I learn my job at Danon. I’ve always wanted to put the customer – in this case the learner – first, at the heart of everything. I’ve also always loved going from the strategic vision to the operations. Just thinking is not really interesting. At Coorpacademy we have a vision that we share, we feed ourselves with the field, with our contradictions, with our complementarities, and then we apply all this, we do the work. And seeing that customers take part in this project, partner with us, seeing that there’s a high engagement rate within our learners, that they finish and pass the courses: this is a tremendous delight!”

Stéphanie Coleau: “Thank you so much, Jean-Marc Tassetto!”

Jean-Marc Tassetto: “Thank you!”

Exclusive interview with Didier Noyé, expert in Management

 

I’ve just been named manager of a team, how am I supposed to do? What to do just before being in charge? How to drive the performance, but also the well-being and the cohesion of the team? How can I do to communicate well everyday, while knowing how to anticipate and handle the crispations that can occur? To become a manager is a job by itself, and it’s necessary to be prepared for it and to learn continuously.

Didier Noyé is a renowned specialist of change and skills management, and advises companies in their HR development. He published at the Éditions Eyrolles several books on communication and management. Through a partnership with the Éditions Eyrolles, Coorpacademy is about to launch a series of 6 courses, inspired from Didier Noyé’s books, which will come out during 3 months on a regular basis. To know everything on the basics of management.

On this occasion, we were lucky to sit down with Didier Noyé.

How did you, during the course of your career, feel the need to theorize management and to become an expert of it?

I wanted to specialize in this because I worked as a consultant for a lot of different companies, of different sizes and different fields of expertise. I then learned a lot about practical management thanks to very results-oriented experimentations. And I then got interested in research about management. How does an efficient team work? What are the reasons why employees commit – or not – to work? These are examples of research topics. I did then cross my experience in companies and my views on research topics.

We usually present the job of a manager as a job by itself, additional to the one the person is already doing. Do you agree? How would you define management in a few words?

Being a manager means bringing the team to a high level of performance, making it strive to do better. It’s a profoundly human job. You need to create the others’ engagement. Generally, where you’re named a manager for the first time, you’ve been named in a field where you’re already skilled, where you know the job. But sometimes, when you get to a second job as a manager, you can be transferred in a completely different field, where you don’t know a lot about the job in the first place. Which means that you’ll have to focus on the human aspects. And you need to give a complete human dimension to the job if you want to be a good manager.

According to you, what are the soft skills a manager needs to have to manage an efficient, performing team and where people are happy at what they’re doing?

I’ve taught two skills that I deem important.

First of all, listening (and empathy): it’s the keystone of leadership. You need to listen to people in order for them to listen to you.

The second one is positive thinking: what are the employee’s strengths? When you focus on strengths of people, and when you get people to use them, you create engagement. It’s contrary to the usual ways of doing and thinking. If your child tells you he or she had an A in English and a C in Mathematics, there are chances you’ll only focus on the C, inviting your kid to improve his or her level in Mathematics. In management, it’s the contrary: you highlight the qualities of people, and help them give their bests on their strengths. And their weaknesses? Use the strengths to fix problems. If your child has a bad grade in Mathematics, you’ll invite him or her to write an essay on Mathematics, in a very good English. Don’t focus first on difficulties; it’s counter-intuitive. You need to keep a positive thinking.

The first two courses co-edited with Eyrolles and Coorpacademy are released very soon. Can you talk to us about it?

First thing that stroke me was their length: they are short. And this is a real plus! Thanks to new web usages, learners like to focus on one precise topic meeting their needs, while going straight to the point. Content is clear, interesting and solid.

I particularly appreciated the different parts: key learning factors, the “did you know that?” section or the learner’s path to go from a chapter to another as soon as you answered correctly.  

What did you like in the creation of this collection “the Basics of Management” with Eyrolles and Coorpacademy?

I think it is an interesting formula. It makes you go straight to the point and allows learners to follow courses at their pace while choosing their points of interest. From the moment learners are acting in their own trainings, you must be able to answer their questions with multiple entry points. Moreover, there is a strong complementarity between e-learning and books. You can start learning about a topic thanks to e-learning and then go deeper in this subject with books. Or the opposite, according to what learners/Internet users want.

Thank you Didier!

 

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