Connect capability, experience and enterprise technology.
Strategy & transformation leadership · Shell
£10m
learning-technology workstream
The ecosystem supported 150,000 employees and external workers. The strategy and governance remit spanned a landscape of 100 platforms. The £200m figure describes the wider HR programme; my directed learning-technology workstream was £10m. The 100 platforms describe the landscape under strategy and governance.
What needed to connect.
A global learning and workforce-experience ecosystem needed a coherent direction across business priorities, platforms, investment and adoption. A local technology decision could affect the way people found learning, built capability and worked across the enterprise.
The part I led.
I led the global strategy, roadmap and governance for learning, capability and digital experience. I directed a £10m learning-technology workstream within the wider £200m HR transformation and led a team of 12 across product, systems, process and experience design. My remit connected senior HR, finance, IT, enterprise architecture and executive steering committees.
What the work produced.
- Multi-year technology and capability roadmaps, investment cases and steering-committee decisions.
- Market validation, RFP and tender selection; leadership of Workday product owners and the wider learning ecosystem.
- GenAI and Copilot experiments, use-case evaluation and reviewed draft requirements; concepts connecting LLMs, knowledge graphs and learning experience.
- Development leadership for a Salesforce-based compliance tool and evaluation of ServiceNow for workflow management.
What I can bring to a similar problem.
When an organisation needs to connect investment, capability and adoption rather than optimise a single tool, I can bring the functions together around a roadmap and explicit decisions.
What needs to work differently?
A useful first conversation starts with the problem, the decisions it needs and the people who have to make it work.