Ernst & Young and Its Term Paper

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Thus, PWhC set a record in this field with its $450 million contract with the U.S. army and Arthur D. Little came behind with a $88 million contract with Internal Revenue Services (Barron, 2001).

E&Y acknowledges the critical role of e-learning for knowledge diffusion inside the company and the learning curve of its employees. Moreover, e-learning enables real-time learning and knowledge diffusion worldwide - 700 locations in 140 countries. Thus, the company has long mentioned its use of e-learning meant to reach over 80,000 employees in the early 2000 (Fry, 2001).

This strategy is fully compatible with the company's values and strategies so far. The internal usage of it increases employee performance through knowledge diffusion, learning and by employing faster and smarter tools in the day-to-day activity. The external usage of it increases customer satisfaction by delivering better results in a shorter period of time. Consequently, the company's results are improved, employee and customer satisfaction increase, more resources are released to be allocated for future growth and the overall competitiveness is increases.

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Technology creates competitive advantages in a permanently changing, global market, in which competitors undertake similar strategic steps. Basically, it adoption as part of the organizational strategy has become a must in this industry.

Reference List

Barron, T. 2001. Consultants Reshape the E-Learning Landscape. Learning Circuits.

A www.learningcircuits.org

Boselie, P. & Van Der Wiele, T. 2001. Employee Perceptions of HRM and TQM and the Effiects on Satisfaction and Intention to Leave. MSQ special 'Service Excellence', Erasmus Research Institute of Management - Rotterdam School of Management, www.erim.eur.nl

Fry, K. 2001. E-learning markets and providers: some issues and prospects. Education + Training, vol. 43(4/5): pp. 233-239.

Martinssonm, I. 2002. High Road to Work Organization - Cap Gemini Ernst&Young. Case Study 114, Stockholm University......

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