Tag: Jean-Marc Tassetto

According to a study by City and Guilds Group, UK employees are bored with L&D… Pain point by pain point, discover what Coorpacademy does to make their learning experiences better!

 

According to the study Learning Insights 2019 by City & Guilds Group: ‘UK employees want their employers to provide a much more curated and tailored approach to training to better equip them with the skills needed for the future. They want to see more engaging (37%), personalised (35%) and better-quality (29%) content, as well as shorter micro-learning (23%) methods available at work.’

More engaging?

Why not try the ‘Battle’ mode on Coorpacademy?

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.

By the way, did you know that 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. And the Battle mode is pretty successful on Coorpacademy, because we just reached 1 million Battles played on all Coorpacademy platforms!

UK employees want more personalised training content?

Our Behavioural analytics allow us to create 27 learners’ profiles, in order for everyone to have the most personalised and individualised course recommendations.

In one of his latest article published in TrainingZone, Jean-Marc Tassetto, co-founder of Coorpacademy, takes the examples of the Curiosity or Perseverance Key Performance Indicators and how they can be of great help for learners (for their own individualised course recommendations), but also for L&D managers.

L&D managers and administrators benefit [from Behavioural Analytics] because they can access all sorts of new types of insight – not only finding out what someone successfully learned, but how the learner got there and which learning approach they chose.

This opens up tremendous diagnostic value, way beyond pure learning analytics. It also opens up the possibility for new performance indicators, such as curiosity, or perseverance – both hugely valuable HR metrics.

Take curiosity, identified as an “important variable for the prediction and explanation of work-related behavior” (Mussel, 2013). That is really critical, as motivation to engage in lifelong learning is a sine qua non of employability for today’s worker.

Notably, another important effect of curious collaborators is that they contribute to a company’s innovation potential, particularly in the light of the “death of top-down management” (cf. John Bell, 2013).

Employee learning perseverance is another potential new KPI example. When you next need to decide who to recruit to lead a project, or who to train, it may be useful to select those who are qualified but also the most resilient candidate (cf. Amy Ahearn, 2017).

Better-quality?

Our courses are co-edited with top experts, such as IBM, Video Arts, Wolters Kluwer, famous publishing houses… 

Shorter?

All our courses are available in a microlearning format: 5 minutes, just the time you need to learn quick insights or refresh your memory on a topic, before an important meeting or when you flight is about to take off.

In his article 5 minutes to learn, Jean-Marc Tassetto, co-founder of Coorpacademy, explains the concept of microlearning:

The content is divided into several shorter, more accessible sessions, with the creation of opportunities and contexts as a background. A session of microlearning should be seen as an opportunity to create special and useful “moments” for learning, particularly on mobile, while waiting for a meeting to start or a plane to take off. It’s during these moments that employees will want to integrate a few useful notions.

We launched “5 minute learning”: short content, editorialized and contextualized according to what’s going on and what our customers need, and delivered on mobile, which allows the creation of these short learning “moments”. All of this is supported by an engaging user experience.

Contact us to know more about what Coorpacademy’s Learning Experience could offer to your organisation!

Let’s start using a whole new class of meaningful HR KPIs – Jean-Marc Tassetto in HRReview

 

This article has been originally published in HRReview. It has been written by Jean-Marc Tassetto, co-founder of Coorpacademy. To read it in its original form, it’s here.

There’s plainly a crisis in how HR and L&D is working with training data. For example, according to the 2019 run of its annual Digital Learning Realities Research, HR analysts Fosway reported that only 14 per cent of respondents in the UK HR community think they are effectively measuring the impact of learning, while 53 per cent admit they’re probably doing it ‘ineffectively’ and 33 per cent are not even trying.

Discover some extracts of the article:

“However, help may finally be at hand in the form of the Learning Experience Platform (LXP), originally defined by workplace learning expert Josh Bersin and recently formalised as a new market category by Gartner.”

[…]

“Why we need to move beyond the LMS

That’s because LXPs track any behaviour traces and use them to test what works and what doesn’t, based on a powerful new way of collecting such data, the ‘Experience API’ or xAPI standard. The Experience API is a technology designed to create a rich environment for online training and learning and is there to address the limitations found with the e-learning technologies currently used that are too focused on tracking the learner through a specific course, rather than through diverse learning experiences.

Why does this matter? Up until recently, elearning analytics only existed in a very limited form, as any learning data that was harvested was very partial. That was due to the fact that the technology L&D had to rely on for so long – the LMS, the Learning Management System – is primarily an admin and delivery system, designed for managing access to training and participation of learners.”
[…]
“The rise of new HR metrics 
So how does this new API work? By working with activity streams. The best way to understand this is if you look at someone’s Facebook wall, what you are looking at is a series of activity stream statements, and the concept is gaining traction as a useful way to capture a person’s overall online activity, on social networks and in the enterprise. xAPIs capture learning experience data – and as we start to aggregate these streams across an enterprise, we can identify the training paths that lead to the most successful or problematic outcomes, and so what determines the effectiveness of the whole training programme. Doing that would in turn enable HR leadership to glean new insight not only on what a learner has successfully learnt, but how they gained this knowledge and which learning approach they chose to follow. This provides opportunities for strong diagnostic values and advance performance indicators, such as Curiosity, or Resilience, and other very promising new HR metrics.
For example, ‘Curiosity,’ is associated with advanced abilities including an aptitude for learning – and as Knowledge, in the Google age, is easily acquired, employees we know who have this capacity could be a real asset for the company.”
[…]
A deeper picture of workplace learning
By using these new behavioural indicators, data available for Human Resources and line of managers of the real capabilities of their teams becomes much richer and more complete. What’s more HR professionals can properly consider the full candidate potential of a person for a specific job not only in terms of their knowledge and skills, but also their character and behavioural qualities. Brands would have access to not only what a particular person has actually learned, but also how the learner landed there, what learning approach they have chosen, so we can come up with tailored recommendations that are close to their actual needs. Good news for the corporation and the benefit for the employee is to help her become the real owner of their employability. Finally, trainers and HR managers also benefit, because they can access all sorts of new types of insight – not only what someone successfully learnt, but also how the learner got there and which learning approach they chose.

So let’s seize the chance that the powerful combination of the LXP and the xAPI offers – and make workplace training and development the truly strategic business tool we all know it deserves to be.

You can read the article in its complete and original form here.

Discover other articles from Jean-Marc Tassetto, co-founder of Coorpacademy:

How to Stop Worrying About a Jobless Future? – Bdaily Business News

Let’s welcome a new dawn of behavioural learning analytics – TrainingZone

Why Training is an Under-Used Source of Employee Insight – Incentive & Motivation

5 minutes to learn – an article from Jean-Marc Tassetto, co-founder of Coorpacademy

 

A study by Bersin by Deloitte paints the portrait of corporate learners today. Overworked: two thirds of them said they don’t have enough time to do their job. Impatient, too: they won’t spend more than 4 minutes on a video and have an attention span of 5 to 10 seconds on a website. Lastly, learners today are distracted, unlocking their smartphone up to 9 times an hour and logging online 27 times a day on average. The study also shows that employees are likely to be often interrupted by outside elements, such as virtual or real interactions, or even by themselves, while they are focused on a task. Sometimes, every 5 minutes. A short period of time.

Those 5 minutes are not a lot of time to complete a task, let alone receive training. And it is often difficult to devote entire days to training sessions. At the same time, a growing need can be observed among employees to take control of their training journey and develop skills progressively, on the topics they want and whenever they want. And Human Resources managers are becoming aware of this. 

Coorpacademy, as a new player in the online training market, is trying to solve this equation through shorter training modules and sessions of “microlearning” and even “nanolearning”. The idea is simple: it’s a relevant answer to the chronic lack of time from the traditional corporate training model.

The content is divided into several shorter, more accessible sessions, with the creation of opportunities and contexts as a background. A session of microlearning should be seen as an opportunity to create special and useful “moments” for learning, particularly on mobile, while waiting for a meeting to start or a plane to take off. It’s during these moments that employees will want to integrate a few useful notions.

We launched “5 minute learning”: short content, editorialized and contextualized according to what’s going on and what our customers need, and delivered on mobile, which allows the creation of these short learning “moments”. All of this is supported by an engaging user experience.

Several studies have shown the efficiency of microlearning. An article in the International Journal of Educational Research Review states that a group following a “traditional” training program is less efficient than a group with the same content in a microlearning format (64% vs. 82%), and that microlearning can increase an individual’s learning capacities by 18% compared to traditional methods.

In order to create moments that are favorable for learning and thus transform the training process and make it a truly effective tool for the transformation of companies, a change in our ways of thinking is fundamental.

Heads of human resources and training, you should look at the training experience as a whole before you start scheduling training programs: every coworker must be able to manage their own learning time and pace.

Managers, you have a fundamental role to play: to accompany the training of your teams. Allow and encourage new ways of learning!

Finally, employees, don’t forget that for every moment spent in training, even if it’s only for a few minutes, you are developing your skills and knowledge, and therefore your current and future employability.

Government of the Principality of Monaco Chooses Coorpacademy to Help Train its Community of Public Servants

 

The Government of the Principality of Monaco has confirmed e-learning leader Coorpacademy as its new digital training platform to underpin Monaco’s strategic transformation programme, Extended Monaco – a plan to digitise all of its public sector and economy.

In this context, the Principality’s government is launching a digital university, the Monaco Digital Academy, with a detailed training syllabus for its 3,600 public servants and agents in order to help them transition successfully to new way of working and processes.

A major player on the European Corporate Digital Learning scene and born on the campus of the Swiss Federal Institute of Technology (EPFL), Coorpacademy develops innovative digital training solutions for businesses, government and third sector.

The Monaco Digital Academy will provide Monaco public sector professionals with an online training platform that integrates new digital functionalities, such as gamification and mobile learning, the latest pedagogical innovations including reverse pedagogy and 5-minute targeted training modules and multiple forms of high value content, so supporting letting learners develop vital new skills in a rapidly changing world.

The courses available online will focus on reinforcing and acquiring new soft and digital skills, and will be accessible via a catalogue of over 1,000 courses published by Coorpacademy in collaboration with its expert partners. The courses cover 90% of the skills deemed fundamental as identified by the World Economic Forum (The Future of Jobs 2018 study). In addition, the Government of the Principality will complement this digital resource with bespoke training, such as on wellbeing in the workplace and development of capabilities for specific positions.

The Academy is envisaged as a flexible and progressive training asset, enabling civil servants and agents to receive training on the subjects of their choice, whenever and wherever they want, using a computer, a smartphone or any other digital device.

For Frédéric Genta, Interministerial Delegate in charge of Digital Transformation in the Principality of Monaco: “In order for our public services to be a model in the digital world, we must help everyone, starting with our people in charge of carrying out our public policies. They must be able to benefit from an ambitious training programme, as there is no better investment than investing in one’s teams and their training.”

Stéphan Bruno, Head of Human Resources for the Government of the Principality of Monaco, explains the choice of Coorpacademy: “We wanted to create a training offer for our public service teams that is accessible, fun and diversified, and not limited to job skills. The user-centric learning experience offered by the Coorpacademy platform and the depth of its catalogue of courses elaborated with experts offered what we were looking for.”

“We are proud to have been selected as a core training supplier for this strategic digital plan that will impact all Monaco’s public policies,” adds Jean-Marc Tassetto, co-founder of Coorpacademy.

“The importance of training in the strategy of the Principality’s government and leaders demonstrates the ambition of this plan and their global understanding of the issue of digital transformation.”

How to Stop Worrying About a Jobless Future? An article from Jean-Marc Tassetto, co-founder of Coorpacademy

 

This article has been originally published in Bdaily Business News. It has been written by Jean-Marc Tassetto, co-founder of Coorpacademy. To read it in its original form, it’s here.

Digital business transformation and training expert Jean-Marc Tassetto, co-founder of Coorpacademy and former head of Google France, says new ways of helping employees to ’upskill’ are on their way.

Here are some extracts of the article:

“We all know that Artificial Intelligence and automation are coming at us at breakneck speed. So how will business cope? Will we all be unemployed soon?

According to The World Economic Forum, technologies like AI and Robotic Process Automation are indeed entering every profession, and at speed. But does that mean fewer jobs, as so many fear – or a completely new set of career opportunities?”

[…]

“That means we all need to change jobs and careers multiple times throughout our lives: an ability to adapt will be critical. Against this backdrop, the job of the responsible business owner is to create ways to help their employees access the kind of training that might help them adjust, as well as cope with any new advanced tech you introduce yourself.

This is being crystallised down as the need to create a ‘learning culture’ – encouraging workers to gain new skills that organisations require now or in the future and in attracting and retaining talent.

One problem: we’re not doing that yet. Training and HR teams are there to provide the resources, tools and time to support learning, scheduling the diaries and career plans of staff, booking the armies of trainers and projectors, and making hundreds of hours of relevant content available. But, traditional training culture seems to assume staff are passive objects that simply get shuffled in and out of all those training rooms!”

[…]

“To get workplace training back to where it should be, this needs to change. In particular, if we are serious about our commitment to re- and up-skill and prepare for that near future, we need a way to connect back with the employee and deliver what they want. We also need to rethink the way training has traditionally been delivered – and we have to ask ourselves if it is realistic to expect people who work remotely and anytime, to stop everything and sit in front of a trainer with a PPT and a laser pointer for eight solid hours.

What does that look like in practice? Actually, very similar to what you and I are already doing in our day-to-day lives, and especially the Millennials and digital natives on your team. We live on our phones and we all try and make dead time waiting for a train as useful as possible, looking for content. We refuse to be delayed by a knowledge gap, turning to the Internet to plug any lack of understanding – and we might play a mobile game for a minute or two during a lunch break.”

[…]

“The old method of scheduling fixed hours needs to be discarded in favour of a blended learner-chosen model, where classroom training could be supported by a virtual environment in which all lessons and material are digital and available, 24×7 and increasingly via mobile and in short bursts. In addition, incorporating gamification and collaboration features will increase staff engagement by activating the joy of competition, too.

Such learner-centric approaches really work – and can, our data shows, secure user engagement levels for digital training content of more than 80%.”

You can read the article in its complete and original form here!

Discover other articles from Jean-Marc Tassetto, co-founder of Coorpacademy:

Let’s welcome a new dawn of behavioural learning analytics – TrainingZone

Why Training is an Under-Used Source of Employee Insight – Incentive & Motivation

Jean-Marc Tassetto’s interview for French television (BFM Business).

 

Let’s welcome a new dawn of behavioural learning analytics – an article from Jean-Marc Tassetto in TrainingZone

 

This article has been originally published in TrainingZone, which is the UK’s leading learning & development publication, covering everything you need to know to deliver absolute excellence in L&D. It has been written by Jean-Marc Tassetto, co-founder of Coorpacademy.

With the rise of learning experience platforms, L&D teams will be able to measure and assess the behaviour of employees as they progress through their learning journey, taking learning analytics to a whole new level.

Discover the article in its original form here!

Here are some extracts of the article:

“Like it or not, the L&D sector is not where it should be when it comes to proving its worth to the wider business. The good news is that a way of mapping training investment to measurable bottom-line results may be about to become available at last.

Let’s review how important that is.

[…]

“By not providing hard evidence of how learning is adding value on an individual, team or organisational level, practitioners are missing a huge opportunity to gain recognition of their contribution to the organisation and much-needed investment for future learning,” warned the organisation’s [Fosway Group, Editor’s Note] Director of Research David Perring.

Only 14% of respondents could say with confidence that they are effectively measuring the impact of learning, while around half are ineffectively doing so – and a third not measuring impact at all.

No wonder Perring answered a question about how the L&D industry is faring with measuring learning impact, with just one word: “Terribly.”

[…]

“However help may finally be at hand in the shape of learning experience platforms (LEPs), recently formalised as a new market category by Gartner, which has started to become increasingly common in L&D work in the past few years. Highly user-centric in their delivery model and usability it’s maybe less well known that they have also revolutionised the analytical L&D palette.

How? Because LEPs track any behaviour traces and use them to test what works and what doesn’t, based on a powerful new way of collecting such data, the ‘Experience API’ or xAPI standard.”

[…]

“Finally, with the LEP much more flexible and interesting ways of working with corporate learning have started to deliver much richer datasets that are the basis for really useful analysis.

The consequence for learning analytics of the LEP is that the data we’re getting back now is much more complete and behavioural.

That’s because in order to constantly improve the learning experience, the most advanced xAPI-enabled LEP tracks any behaviour indicators it can spot and uses them to test what works and what doesn’t, based on tracking the stream of learning activities – and not just completion of modules.

The results are highly promising. For a start, the learner, not just the trainer and administrator, can get a sense of his/her progress and experience. That really matters if we want our teams to be truly autonomous learners able to ensure their own long-term employability.”

[…]

“L&D managers and administrators benefit because they can access all sorts of new types of insight – not only finding out what someone successfully learned, but how the learner got there and which learning approach they chose. […] Take curiosity, identified as an “important variable for the prediction and explanation of work-related behavior” (Mussel, 2013). That is really critical, as motivation to engage in lifelong learning is a sine qua non of employability for today’s worker.

Notably, another important effect of curious collaborators is that they contribute to a company’s innovation potential, particularly in the light of the “death of top-down management” (cf. John Bell, 2013).

Employee learning perseverance is another potential new KPI example. When you next need to decide who to recruit to lead a project, or who to train, it may be useful to select those who are qualified but also the most resilient candidate (cf. Amy Ahearn, 2017).”

[…]

“Could a new ‘behavioural learning analytics’ emerge that will put learning and training back in the centre of your organisation? It’s starting to look that way.”

To read this article in its original form, it’s here!

If you want to discover other articles from Jean-Marc Tassetto, co-founder of Coorpacademy, you can click on those links:

Why Training is an Under-Used Source of Employee Insight – Incentive & Motivation

Jean-Marc Tassetto’s interview for French television (BFM Business).

Is LXP the new LMS – Enterprise Times

 

Why Training Is an Under-Used Source of Employee Insight

 

This article was written by Jean-Marc Tassetto, co-founder of Coorpacademy and former Managing Director of Google France, and originally published in Incentive & Motivation. Incentive & Motivation magazine offers the latest news in incentives, employee rewards, employee engagement, motivation and employee benefits. Distributed to HR, Sales and Managing Directors with key industry senior incentive level incentive buyers.

Why Training Is an Under-Used Source of Employee Insight

Here are a few extracts of the article:

Co-founder of Coorpacademy, Jean-Marc Tassetto, outlines how new training analytics could offer unexpected help to HR professionals

Training is, as we know, a key source of workforce engagement – an important component of helping employees feel a real sense of belonging and identification and a tangible way to underline your commitment to their future learning and development as their employer.

[…]

Up until recently learning analytics only existed in a very partial way. That was because the dominant training technology we’ve been using – the Learning Management System (LMS) – managed access and tracked participation of learners, namely the attendee list and the scheduling of trainer time, but little else.

The LMS might offer information on content downloads, task completions and module completion, but the data was very thin to say the least. What’s changed in this picture is the debut of a much more flexible and useful L&D technology tool  – new-style Learning Experience Platforms (LEPs), as recently formalised as a separate market category by Gartner.

What’s different about the LEP contribution, as opposed to the LMS support idea, is that they are all about the learner experience – being highly user-centric in their delivery model and usability. Less well-known is the fact that some of the most advanced have revolutionised the analytical possibilities for L&D professionals because LEPs track delegate behaviour and tests what works and what doesn’t (based on internal new ways of collecting data such as the xAPI).

[…]

What this means in practice is that the HR or Chief Learning Officer is increasingly the recipient of data-based insights and gets to exploit all sorts of new types of insight – not only what someone has learnt, but how the learner got there and which learning approach they chose. This opens up the possibility for new performance indicators, such as Curiosity, or Resilience – both hugely valuable HR metrics. And of course, this will ultimately aid the workplace learner – as the learner become aware of what her own data says about her progress and experience so as to ensure long-term employability.

The transformative potential of these new indicators is even greater if you consider that the World Economic Forum identified re- and up-skilling of the current workforce as the number one strategy companies need to embrace in light of our continuing transformation into a knowledge economy. Knowledge, in the Google age is easily acquired, curiosity on the other hand seems less ubiquitous, and many commentators believe we need to boost employee curiosity as well as to build greater resilience and adaptability to change.

[…]

So let’s help prepare our teams for this uncertain but dynamic future and see what LEP and xAPI-enabled training feedback and KPIs can give us: a new source of analytics that means that HR professionals and incentives professionals can use multiple, appropriate, data sources to properly consider the full candidate potential of a person for a specific job – not only in terms of their knowledge and skills, but also their curiosity and aptitude for change. Not only are these traits important ones to cultivate, but they are also important ones to keep.”

You can read the entire article here.

You can also read these other articles from Jean-Marc Tassetto.

Jean-Marc Tassetto’s interview for French television (BFM Business).

Is LXP the new LMS – Enterprise Times

Computational Thinking: a key skill in the 21st century

 

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!”

MENOU

Voir l'étude de cas