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An Introduction to Choosing an Online Learning Platform for Revenue Generating Training

One of the most important, and complex, decisions to make when building online training to generate revenue or impact comes upfront: what online learning platform should you use?

Rather than focusing on the 700+ learning management systems on the market, you may want to start thinking differently about building your online program, course, certification, or degree.

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The Evolution of Online Learning in Higher Ed 2017

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As 2017 has proven, online learning has been top-of-mind for many institutional leaders. Scaling offerings through online programs or courses has become an inherent part of growth for public, private, and non-traditional colleges and universities.

As an end of the year tribute to the evolution of online learning in 2017, here’s a recap of a few topics that resonated with us, our perspective on those topics, and a few topics that we hope to see discussed more broadly in 2018.

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Online Master's Programs at Law Schools: Why Online Learning? — Guest Blog Post

Roger Pao, J.D., is an attorney and educator with extensive experience in online education and an interest in dynamic, innovative pedagogies. He is currently Assistant Provost and Dean of Undergraduate Studies at the New England College of Business and Finance. He is a graduate of Harvard Law School, magna cum laude, and Duke University, summa cum laude.

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Think like a product company

“Online learning businesses have it all wrong—they are not thinking like a product company.”

Every day, we speak to universities, nonprofits and corporations who are looking to put their training or education online with the goal of generating revenue, creating impact or influencing an audience. And these conversations are very similar – people usually anchor their thinking to the existing and ask “how do we create an online course.”

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Use a traditional OPM, or you could simply light a pile of money on fire

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Recently I have had separate in-depth talks with high level administrators and faculty leaders at multiple schools—public and private, large and small, coastal and middle-of-the country—where the obvious conclusions, usually unspoken, were reached by all in the conversation. The difference was, each of these times the conclusions were spoken out loud:

One said “A school can work with a traditional revenue-sharing OPM if its goal is to simply get online. But given the financial implications of such a partnership, it would be just as effective but faster and put much less of a burden on faculty for the school to simply pile up a bunch of money in the middle of a room and light it on fire.”

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