Too much operational (and political) disruption to jump through hoops and change procedures to fit an LMS; and to overcome the resistances that result |
The MAPLE Rules-Architecture includes over 2000 pre-configured, pre-integrated rules “objects,” with state-of-the-art “meta-data” controls that allow:
--exact configuration to existing or desired new business processes, requiring virtually no disruptive changes to be required |
The implementation is much too slow and too costly of internal resources |
--the implementations are very fast and cost-effective, only involving pre-integrated rules to be linked by commands, but not requiring logic coding |
Substantial logic coding required to meet special needs is too slow, too expensive and ends up with a non-standard product |
--so many rules already exist that virtually any special need can be quickly achieved by a combination of rules into a special, but standard-product, “model” |
Changes are too rigid to manage well, too slow, and too expensive; and a dead-end is often reached |
--likewise, so many rules exist that new requirements can be quickly modeled and introduced, at very low costs (1) |
High “Total Cost of Ownership (TCO)” over time |
--the combination of ease, speed, and no coding, initially and over time, makes the TCO the lowest possible |
One size fits all; or a tradeoff where each subsidiary can get its own learning program, but with no central tracking and reporting, or vice versa, with all central control with little subsidiary latitude (assignments, curricula, reporting, etc.) |
--the Rules-Architecture includes rules for supporting a combination of three key organizational elements ,with only configurations required:
--multiple subsidiaries, divisions etc., can have their own knowledge programs
--within each subsidiary or division, multiple hierarchies (e.g., departments, regions, branches, etc.) can be individually supported (assignments, curricula, reporting, etc.)
--central admin can have assignment and other powers, and can always have tracking and reporting visibility relative to all activities by divisions, subsidiaries, regions, etc. |
