At LexisNexis Reed Tech, structured learning wasn’t part of the culture. Getting engineers to engage with a new platform meant more than sharing login credentials. It meant changing how the entire organization thought about development. In 90 days, the company did exactly that.
Learning habits missingLearning was not a habit in the organization, with structured development programs uncommon across teams
Early adoption riskReal risk of the platform becoming shelf-ware without strong early adoption, visible momentum, and a sustained strategy
Day-one business alignmentNeed to align learning to real business priorities from day one, before habits had time to form
The O’Reilly solution
High-visibility launchLarge-scale live enablement sessions with 80-plus participants to launch with energy and immediate organizational visibility
Learning tied to prioritiesCustom playlists aligned to business priorities from day one, plus manager dashboards for team-level tracking and learning advocacy
Gamification builds momentumGamified scavenger hunt to spark early engagement, with ongoing momentum through weekly emails
Results
Here’s how investing in learning translated into measurable business results.
134%engagement on 122 paid seats within just three months of launch
80+participants in the live launch enablement session and cultural shift felt throughout the organization
Takeaway
LexisNexis Reed Tech didn’t just deploy a new learning platform
It rebuilt its culture around one. By treating onboarding as a mindset shift from the outset, it achieved engagement levels most organizations spend years trying to reach.
