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Rajiv Jayaraman founded KNOLSKAPE (an experiential learning company that helped managers and leaders become future-ready through its simulation products) in 2008 while still at his business school. In 2013, the company pivoted and shifted its focus from academia to corporates. Since then, the firm has restated its focus on talent building and upgrading for corporate clients through its bouquet of standard and customized products and services. In early 2020, the COVID-19 pandemic completely put the world out of gear, and many countries, including India, went into lockdown. Businesses tried to address the challenges posed by the crisis by introducing measures to adapt to the new normal. It is said, “Every dark cloud has a silver lining,” and KNOLSKAPE was no exception. The COVID-19 pandemic resulted in the widespread adoption of remote learning technologies. Companies in training and education, big or small, tried to go virtual. The business of content development, content curation, and platformization grew. The number of users at KNOLSKAPE also increased. During the lockdown, virtual learning grew exponentially and KNOLSKAPE was at the forefront in driving the adoption of online learning. Unique users on the platform increased by 550% in 30 days and course completion rates also increased to 52%. In April and May 2020, the time spent by a learner on the platform increased by a staggering 1500%. The competitive landscape was changing constantly, with KNOLSKAPE directly competing with the providers of content, technology, and services. The COVID-19-induced digital adoption had leveled the playing field for many competitors. Jayaraman had two concerns: (1) How should KNOLSKAPE address geographic growth—through opening the platform to third-party providers or through strategic partnerships? (2) What should be their strategy for working with the Learning and Development (L&D) teams of global corporations? These concerns could be addressed by three decisions focused on (i) platformization, (ii) core configuration-customization decisions, and (iii) strategic use of franchising.

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KNOLSKAPE: Transforming Learning Dynamics

  • 章节

  • 发表日期：

    2025年

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  • R. Srinivasan

摘要

Rajiv Jayaraman founded KNOLSKAPE (an experiential learning company that helped managers and leaders become future-ready through its simulation products) in 2008 while still at his business school. In 2013, the company pivoted and shifted its focus from academia to corporates. Since then, the firm has restated its focus on talent building and upgrading for corporate clients through its bouquet of standard and customized products and services. In early 2020, the COVID-19 pandemic completely put the world out of gear, and many countries, including India, went into lockdown. Businesses tried to address the challenges posed by the crisis by introducing measures to adapt to the new normal. It is said, “Every dark cloud has a silver lining,” and KNOLSKAPE was no exception. The COVID-19 pandemic resulted in the widespread adoption of remote learning technologies. Companies in training and education, big or small, tried to go virtual. The business of content development, content curation, and platformization grew. The number of users at KNOLSKAPE also increased. During the lockdown, virtual learning grew exponentially and KNOLSKAPE was at the forefront in driving the adoption of online learning. Unique users on the platform increased by 550% in 30 days and course completion rates also increased to 52%. In April and May 2020, the time spent by a learner on the platform increased by a staggering 1500%. The competitive landscape was changing constantly, with KNOLSKAPE directly competing with the providers of content, technology, and services. The COVID-19-induced digital adoption had leveled the playing field for many competitors. Jayaraman had two concerns: (1) How should KNOLSKAPE address geographic growth—through opening the platform to third-party providers or through strategic partnerships? (2) What should be their strategy for working with the Learning and Development (L&D) teams of global corporations? These concerns could be addressed by three decisions focused on (i) platformization, (ii) core configuration-customization decisions, and (iii) strategic use of franchising.