This is a little long, but requires the explanation:

The organization had a vaunted training reputation, but between acquisition growth, new technology and fresh employee expectations, the old, true-blue methods wouldn't work. I worked directly with the learning organization director to create this visual to guide his presentation to the C-suite and division executives on how the learning ecosystem would evolve. 

Without plagiarizing the director's delivery (too much), I'll break this down visually. On the left is "backpack-guy". I established him as the "learner" in previous campaigns. He acquires "skills" in his backpack from the learning platform (LXP).

Centrally located visually (inside the box) are the core elements for developing, delivering and maintaining the content. I won't explain the process, but the "pet" names of the systems are intentionally removed so the audience doesn't associate with old systems.

The elements outside the box are associated with other business systems and explained in the delivery. Two things to note: 

(1) The organization was built by two engineers and employs very technical-minded professionals. The "myth of flawlessness" is addressed by the two (?) "question mark" elements on the right side. We admit that we do not have all the answers. That gives them comfort.

(2) The Dot-Dash "data stream" from the Learning Experience Platform (LXP) to the learner spells - LEARNING - in Morse code. That was just an Easter Egg for me.

Mia Culpa. Have you ever thought you had a "great" idea? Then, find out it didn't land with the target audience. This is a representation of a virtual reality environment. The technology director wanted to see it as a "department store of experiences". As you ascend, each floor becomes more complex and involves greater user interaction. He pitched this to several segment managers, but they found it difficult to follow. Technically, the visual is correct, but the message is lost in informational overload.

This is version 2. While it doesn't look like a 3D environment, the message is easier to follow. Arrows direct the viewer. It's linear. The floors are numbered and simply labeled. The directory in the upper left gives a cue to what is happening on each floor. The technology director said he barely had to say a word.

The company initially had a very siloed approach to its training. Each division acted autonomously to train its population in its specific products or services. I worked with the learning organization director to create this visual to illustrate the benefits of a centralized "learning library".  Each division had expertise in one or more BOOKs (Body Of Organizational Knowledge). Their term made me think of the library concept. If we combined all that knowledge onto one shelf, we would have a more comprehensive, holistic body of knowledge accessible to all. The division leaders bought into this concept and became the foundation for the new learning organization.