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Background
"Wednesday = learning day" — regular live sessions that built the access habit.
Digital Media Company
This digital media company lacked a systematic learning program for employee development and skills training. Individual teams ran irregular seminars, but no company-wide learning culture had formed.
Given the rapid pace of change in IT/media, employees needed infrastructure for continuous learning on the latest trends and technologies. One-off classroom training could not keep up with this velocity.
Solution
Design VOD for absentees, too — otherwise the learning loop stays open.
Digital Media Company
Weekly Wednesday live sessions were established to create a "Wednesday = Learning Day" routine. For employees who could not attend live, separate VOD courses were created to ensure learning outcomes were not limited to live attendees.
An internal video contest was organized where employees created and submitted their own learning content. This shifted learning from one-way consumption to two-way participation.
Results
A single internal video contest lifted MAU by roughly 30 percentage points.
Digital Media Company
The "Wednesday = Learning Day" routine took hold, accumulating thousands of learning hours annually. The rhythm of regular live sessions created an engagement habit, and the VOD-for-absentees design ensured complete learning coverage.
A single internal video contest drove a 30 percentage point MAU increase. Employee-participation events proved highly effective for platform activation. However, the routine carries key-person dependency risk — a change in the responsible person could break the rhythm.
Insight
The rhythm of regular live sessions builds the access habit.
Digital Media Company
The observation that the rhythm of regular live sessions builds an access habit is most clearly shown in this case. A predictable schedule — "every Wednesday" — naturally inserted learning into employees' behavioral patterns. VOD for non-attendees must also be designed for the learning effect to be complete. However, this routine is highly dependent on the owner, so routine-disruption risk when the owner changes must be recognized.
