Taren Grom, Editor
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3 PharmaVOICE Au gu s t 2 00 3 PUBLISHER Lisa Banket EDITOR Taren Grom CREATIVE DIRECTOR Marah Walsh DIRECTOR OF SALES Darlene Kwiatkowski MANAGING EDITOR Denise Myshko CONTRIBUTING EDITORS Elisabeth Pena Kim Ribbink Lynda Sears Copyright 2003 by PharmaLinx LLC, Titusville, NJ Printed in the U.S.A. Volume Three, Number Eight PharmaVOICE is published 12 times per year by PharmaLinx LLC, P.O.Box 327, Titusville, NJ 08560. Postmaster: Send address changes to PharmaVOICE P.O. Box 327, Titusville, NJ 08560. PharmaVOICECoverage and Distribution: Domestic subscriptions are available at $160 for one year (12 issues). Foreign subscriptions: 12 issues US$330. Contact PharmaVOICE at P.O. Box 327, Titusville, NJ 08560. Call us at 609.730.0196 or FAX your order to 609.730.0197. Contributions: PharmaVOICE is not responsible for unsolicited contributions of any type. 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Number 8 Send your letters to feedback@pharma voice.com. Please include your name, title, company, and business phone number. Let ters chosen for publication may be edited for length and clarity. All submissions become the property of PharmaLinx LLC. Letters lear ning r equir es a major behavior al change within a corporation. To achieve this behavior al change,a numb er of cultural challenges must be overcome within the c om pany to achieve wider acc ep tance of elearning or etraining as par t of the regular training and instruc tional proc esses . There is a reluctance to adopt new tech nologies, hesitation to move away from face toface learning, resistance by upper man agement to embrace new practices, and unrealistic expectations that employees can learn on their own time. To overcome these obstacles, companies are establishing elearning departments to support virtual initiatives for their internal enterprises, however, many of these depart ments are still small with limited budgets and are not empowered to support corpo rate change. But, if change is to happen — as it must — the IT departments and corporate train ing departments must be considered the neurological centers for corporate informa tion dissemination. According to Paul Healy, VP of Intu ition Life Sciences, we retain 10% of what we read, 20% of what we hear, 30% of what we see, 50% of what we see and hear, 70% of what we discuss with others, 80% of what we experience, and 95% of what we teach others. Thus as elearning and e training within the pharmaceutical and lifesciences industries continue to evolve, companies are finetuning solution appli cations to incorporate the right blend of technology and facetoface approaches to move business forward. “A few years ago, pharmaceutical compa nies wanted to put everything into an efor mat,” says Steven Just, Ph.D., president of Pedagogue Solutions. “Today, some of these companies are backing off after they realized that elearning is fine, but they are not going to ditch other training applications.” BrandonHall.com, a Sunnyvale, Calif. based research and advisory firm that spe cializes in providing a continuous stream of knowledge as well as advisory strategies in all areas of elearning technology, reports that the total elearning market in the United States reached $10.3 billion in 2002. Corporations and businesses will spend more than any other sector — an estimated $4.6 billion — on elearning. By 2006, the total elearning market will grow to $83.1 billion. Five years later it is pre dicted to climb to $212.9 billion ($42.6 billion of which will be spent on corporate and business applications). The move toward blended solutions, cross marketing, and integrated technolo gies is blurring the previous distinctions between sectors and now the greater “learn ing market” in the United States is valued at more than $900 billion. Web meetings, blended elearning tools, Webbroadcasting systems, and myr iad other technology products, including 3D animation, allow organizations to con duct realtime business collaborations, mit igate handson training experiences, and develop cooperative work environments. According to BrandonHall.com, synchro nized media components — application sharing and session archiving — is gaining more popularity and value among users as learners access archived live sessions even more than the live sessions themselves. “The important thing with elearning initiatives is to make sure that as the strate gies are rolled out everything is actionable and builds on the previous model,” says John Racik, president and CEO of Blue Diesel. “The idea is to take the best prac tices of adult learning and behavior modifi cation and use those insights to help trainees get the most out of a program.” Taren Grom Editor The elearning and etraining departments need to moveup the corporate ladder. Etraining and elearning have to become a corporate initiative and not something that is just pushed down to sales training. E