Brewing company Carlsberg Group (Carlsberg) may exist across multiple borders, but they still have a common purpose—and a thirst to share it with all their employees, no matter what market they work in. A fundamental flavour of the brand is continuously aiming to do better and find innovative new solutions that have a positive impact in the world of brewing and beyond. In order to stay true to their core identity, Carlsberg recognised the need to create a team-wide culture that champions curiosity, learning, and creativity.

Implementing the Learning Enterprise Program helped their employees engage more with the brand, whilst facilitating knowledge sharing across the organisation. Plus, its robust features and extensive learning resources supported skill development and kept their employees up-to-date with industry trends. This culture of learning extended to wider organisational objectives around talent retention and professional development, contributing significantly to the overall success of the company.

Creating a unified, global culture of learning

Carlsberg operates as a decentralised company, where decision-making processes are specific to each market, all with their own budgets. When company executives began considering LinkedIn as an option, they were aware that their internal learning system was fragmented and spread across multiple platforms, due to their structure.

With the desire to create a consolidated, “glocal” (a balance between global and local) approach to HR initiatives, the biggest challenge was ensuring worldwide consistency whilst still maintaining a level of autonomy within each market. That meant each market could decide how many Learning Enterprise Program licences to take out (paying for them with their budgets), so getting the rollout recipe right was vital to incentivise markets to request more and, therefore, initiate that global consistency they set out for.

There was also a need to empower employees to take learning into their own hands and integrate it into their daily routines, a style of development known as “microlearning”. Since Carlsberg had previously relied heavily on traditional in-person training sessions and occasional workshops, a rich culture of peer-to-peer learning and knowledge sharing was unable to flourish organically.

“We are very fortunate to have great cooperation within the LinkedIn Learning team. Some people have changed during the last 3 years, but what has not changed is their high level of engagement and professionalism. We receive great insights and analytics that LiL colleagues share with us in our regular sessions. Those sessions help us discuss priorities and future strategy. Thank you for your cooperation, colleagues!”