Today’s employees demand “just-in-time” training that’s tailored and immediately usable within the context of their roles. They recognize that it’s harder to make time for formal, in-person training, as the demands of their jobs and the pace at which they must operate become more intense. Indeed, there’s an expectation that learning is powered by modern technologies that provide a way to connect with and lean on their peers, while supporting personal and professional development.

Intesa Sanpaolo recognized that it could bring this reality to life by hosting a set of design-thinking workshops with the goal of establishing a new digital learning model. The company recognized that it needed to define the capabilities made possible by its learning platform to deploy this new learning strategy effectively, while establishing a disruptive approach to learning by delivering it in ways that enable learning-in-the-flow of work influenced by on-the-job experiences.

For inspiration, the company looked to Netflix, LinkedIn, YouTube, and other social networking heavyweights, with the goal of understanding why these platforms connect so deeply with their users. The idea was to apply the same logic to its new learning model.

Intesa Sanpaolo saw a significant opportunity in embedding learning into the lives of its employees to increase their engagement, improve the way they develop personally and professionally, and establish the processes necessary to communicate learning activities effectively.


To determine which technology worked best for its needs, Intesa Sanpaolo conducted an intensive learning platform comparison, with the assistance of several consulting companies, to analyze features, performance and learning modalities. It was during this analysis that the company uncovered that Docebo was the platform that best matched the company’s needs.


Intesa Sanpaolo’s learning strategy utilized formal, traditional classroom and e-learning methods. It was finding, however, that its training was disconnected from the needs of its business and massive workforce, creating issues related to how long learning took to reach each learner. Compounding the issue was an inability to reuse learning content.

And there was no way to use analytics to measure learner progress or determine if learning content was connecting with employees to help them solve job-related challenges they would encounter everyday. A lack of flexibility related to classroom training schedules created issues with employees, while expensive logistics and classroom costs were through the roof. The company also needed to overcome issues related to its employees’ training habits and radically change their “modus operandi”. Doing so required a way to incentivize employees to make the most of their learning platform and encourage them to self-plan their learning experiences on their own time without feeling the obligation to attend lengthy courses in formal, traditional environments.


Intesa Sanpaolo needed a solution that was available online and constantly updated according to the requests of the community of its users. Doing so would allow the company to develop a new model based on an ecosystem of bite-sized learning objects, co-designed by users of the company’s learning platform, and available in different formats depending on individual objectives.

Meanwhile, Docebo’s ability to collect data analytics and produce custom reports gives Intesa’s L&D team a way to track learner progress, identify what content is the most effective, and target skills gaps to eliminate deficiencies and drive performance. Analytics and custom reports allow Intesa Sanpaolo to study employee learning habits and make decisions in a predictive manner. Custom KPIs measure the effectiveness of its training and enables it to use learner data to address specific areas of concern.

To guarantee only cutting-edge content was finding its way into Intesa’s learning platform, the company established a learning ecosystem that leans on content owners (subject-matter experts) across the organization, while complementing internally generated content with contributions from universities and research centres. Throughout the production process, there are two checkpoints with content owners, compliance and learners to validate the quality of all learning content.

Learning content is now delivered via:

    • Apprendo, a Netflix-style learning portal, enabled by Docebo that targets the entire workforce with newly re- designed learning content produced internally across a number of formats, including less than 5-minute long video and infographics.
    • Topics range from products, processes, procedures, regulations to selling behaviors. Diversified streams show content, content recommendations, mandatory objects and profiled job-based training based on a new approach for skill mapping and job design.
    • The portal is powered by an easy-to- use search function that identifies any content of interest depending on role or skillset.
    • A ‘Learning Datamart’ monitors learning content production from start to finish. Content has been redefined into a story-telling approach that’s catchier and more enjoyable, while the entire production process follows a “factoring” logic coupled with an omnipresent agile working methodology.
    • In the Learning Media Lab, each team (instructional designers, video-makers, graphic designers, illustrators) work every day with the Intesa Sanpaolo’s Learning Factory to develop learning material, with the final goal to train and empower the company’s workforce.
    • In-person, formal training now plays a new role for the company: classroom courses are now “events” focused on networking and one-to-one in-person initiatives, such as mentoring, tutoring and coaching. Both are delivered with a “phygital” approach, and for managers, a mobile app is a key part of the training experience.


Intesa Sanpaolo’s new learning model gives the company the ability to rapidly address the development demands of its workforce, providing learners with content they need in just five weeks.

Once content is uploaded, it is available instantly via desktop, tablet and smartphone to the company’s entire workforce. This is a vast improvement compared to its training activities prior to Docebo, which generally required several months to prepare, and as a result, drastically reduces time to market and gives employees a way to remain up-to- date on cutting edge topics. Meanwhile, processes such as onboarding and change management are now performed quickly and more effectively.

All learning content is reusable, available in the cloud and useful for several purposes across the organization, providing employees the flexibility of consuming learning content anytime, anywhere. They’re no longer subject to fixed training schedules, avoiding potential clashes between classroom training and everyday work activities.

The company has established a target of producing up to 3,000 learning assets per year. Apprendo, the company’s white-labeled Docebo learning platform, has been a hit with Intesa Sanpaolo’s employees, reaching more than 3,800 logins per day, housing more than 1.3 million hours of learning content.


The unicity of Intesa Sanpaolo Digital Learning stands exactly in the virtuous exchange triggered by the concept of the digital HR transformation: working one for the other to build a more cohesive and engaged work environment.

Intesa Sanpaolo’s training focus has shifted from only the needs of its business, to also reflect the needs of its people. Content is tailored according to employee needs and preferences, personalizing each learning experience.

This new learning approach allowed the creation of the first social network and the first mobile chat among the Intesa Sanpaolo Group executives. The next steps will be to leverage assets and capabilities developed for a go-to-market of learning services, starting from Intesa Sanpaolo SME clients, shifting the learning function from a costs centre to a profit generator.