What we're building toward
Business Fundamentals programs work best when they're designed around how the business actually operates — not imported from a generic framework. At Givaudan Taste & Wellbeing North America, that means understanding your value chain, your routes to market, and how your people build and share knowledge today — before designing a single module.
A program that starts with your business
— not with a content catalogue.
Most Business Fundamentals programs are assembled from existing content and delivered to broad audiences. The risk: they teach the right concepts to the wrong people, in a format that doesn't match how the organization learns. This program begins differently — with a structured discovery phase that defines what Business Fundamentals means specifically at Givaudan T&W NAOM, how knowledge currently flows (and where it doesn't), and what kind of experience will actually change how people work.
Two phases, one integrated approach
Phase 1 answers the question no one should skip: what does Business Fundamentals actually mean at Givaudan T&W, and how does this business learn? Phase 2 builds and pilots the answer. The two phases are connected — what we discover in Phase 1 shapes every decision in Phase 2.
Phase 1 · Define, Map & Design
Before anything is built, we need to understand what Business Fundamentals means specifically at Givaudan T&W NAOM — not in principle, but function by function, role by role. And we need to understand how the business currently learns, so the solution is designed for how people actually work, not how a curriculum designer imagines they do.
Define
Establish what Business Fundamentals means across T&W NAOM's value chain — so the program is grounded in your actual business, not a generic framework.
- Cross-functional stakeholder interviews: commercial, supply chain, marketing, operations, finance, regulatory
- Define what "good business knowledge" looks like, role by role across the value chain
- Surface the gaps between what people know and what they need to know
- Identify the capabilities that most directly drive performance in T&W NAOM's markets
Map
Understand how T&W NAOM learns today — not just what training exists, but how knowledge actually flows (and doesn't flow) through the organization.
- Audit existing learning assets, platforms, and tools across the division
- Identify what's working, what's missing, what's fragmented across teams
- Understand informal knowledge networks: who do people go to, and what do they use?
- Map content gaps against the capability needs identified in the Define stage
Design
Translate discovery into a defined solution concept — a concrete recommendation for what to build and how to build it, with a pilot plan attached.
- Recommend the right modality mix: simulation, digital, playbook, AI-assisted tools
- Define scope, audience sequencing, and the learning journey architecture
- Establish success metrics tied to business outcomes — not just completion rates
- Design the pilot plan: who goes first, timeline, and what success looks like
Phase 2 · Blueprint, Build & Pilot
Phase 2 is where the solution concept becomes a real experience. The architecture is co-created with Givaudan's learning team — ensuring what gets built fits your systems, your calendar, and your audience — before development begins. The pilot turns design into evidence.
Blueprint
Co-create the experience architecture with Givaudan's learning team — defining the full journey before a single module is developed.
- Apply the 5E's framework to map the end-to-end learning experience across the journey
- Build the impact map: connecting learning outcomes to measurable business results
- Define audience paths and function-specific touchpoints across the value chain
- Select and sequence delivery modalities based on audience, context, and Phase 1 findings
Build
Develop the experience — shaped entirely by what Phase 1 discovery revealed about your people, your business context, and your learning infrastructure.
- Could include a business simulation for commercial and cross-functional teams
- Digital modules for broader functional awareness across the value chain
- AI-assisted decision support tools or role-specific learning resources
- Playbooks and field guides organized into priority learning campaigns
Pilot
Run a real T&W NAOM audience through the experience, measure what works, and build the data needed to make the case for scale.
- Facilitate the pilot with a defined T&W NAOM audience — the right group to test the concept
- Measure outcomes against the success metrics established in Phase 1
- Gather participant and leader feedback for targeted iteration
- Produce a scale recommendation and full rollout roadmap for leadership
How we've done this before
Two programs that illustrate different outcomes of the BTS discovery-first approach — one that revealed a scale and campaign design problem, one that revealed a knowledge architecture problem. In both cases, what Phase 1 found changed what Phase 2 built.
Priority Campaigns
Organized learning into focused campaigns by capability gap — rather than one monolithic program trying to cover everything at once
Playbooks & Field Guides
Built practical, job-ready tools people could apply immediately — not content to consume once and forget
Digital Modules
Self-paced digital content for foundational knowledge — efficient, scalable, embedded directly in the client LMS
Engagement & Visibility
Leaderboards and completion tracking shared across channels turned learning into a visible organizational priority — with executive sponsorship behind it
Not everything needs to be a complex or expensive experience. Organizing priority learning campaigns — with the right mix of playbooks, digital modules, and executive visibility — drove measurable behavior change across ~900 people.
Discovery First
Phase 1 revealed the real problem wasn't a training gap — it was a knowledge architecture problem. The solution concept shifted entirely based on what discovery found
Knowledge Architecture
Consolidated scattered assets into a governed, structured knowledge system — with clear ownership and version control built in from the start
Learning Design Applied
Turned static reference decks into accessible, navigable learning resources — applied to content that already existed but couldn't be found or used
Built to Last
Designed for ongoing maintenance — a living hub that grows with the business, not a one-time deliverable that goes stale within months
Discovery revealed the business didn't need another training program — it needed its existing knowledge organized, accessible, and designed for how people actually use it. Phase 1 made that visible before a single module was built.
Phase 1 Investment
Phase 1 is where the program is defined — not assumed. The investment buys a concrete solution concept grounded in discovery, with a pilot plan attached and Phase 2 scoped accurately from what we actually find.
Start with clarity before you build.
The most common mistake in programs like this is skipping discovery and going straight to content development — building a program for an organization that hasn't been listened to yet. Phase 1 ensures the investment in Phase 2 is directed at the right problem, in the right way, for the right audience.
Phase 2 investment is scoped and priced after the Phase 1 deliverable — ensuring the investment reflects what we actually discover about T&W NAOM's business, rather than an estimate made before the work begins.
Align on scope and kickoff date
Confirm the Phase 1 brief, agree on the stakeholder interview list, and set a kickoff date with the T&W NAOM leadership team
BTS scoping call
Short working session to finalize the interview plan, agree on success metrics, and confirm BTS team composition
Phase 1 begins
Define, Map & Design — culminating in a solution concept ready to bring to leadership for Phase 2 approval