The Global Go-to-Market Enablement team’s traditional customer/instructional designer-driven approach to learning development involved gathering information from stakeholders, designing courses, getting approval, and spending several months building a learning experience.

However constant product updates, shifting sales methodologies, and rapidly evolving objectives led to frequent revisions, which slowed down production. Additionally, many stakeholders were introduced late in the process, causing further delays. The situation was frustrating for both the team and the Field, and we needed to adapt.

To address these issues, my team embraced feedback and developed a new process centered on collaboration and agility.

As the leader of the LxD team, I introduced weekly team planning meetings, in addition to our regular team sessions, to identify areas for improvement. An additional recurring theme emerged: process inconsistencies. While the team used consistent learning design templates, the processes themselves varied, causing noticeable differences in the quality of work. The design system became the ideal foundation for standardizing our approach. Additionally, with a reduced team size and increasing demand for high-quality enablement assets, managing all intake requests became impractical.

To resolve these inconsistencies, we developed a scalable design system. The team collaborated to map existing processes, brainstorm and refine improvements, and plan for continuous updates. I built this design system in our team’s microsite using Adobe Illustrator and Figma for the final webpage.

We transitioned to an integrated, team-based approach. This new collaborative model has proven to be far more effective in meeting the rapidly changing needs of Okta’s Field and has positioned our team to deliver innovative, impactful learning solutions moving forward.

Tools used to create the microsite:

Figma

Adobe Illustrator