Baker Hughes is a Fortune 500 global oilfield services company, providing oil and natural gas industry products and services for drilling, formation evaluation, completion and production. Comprised of seven divisions, this $18 billion company maintains sales and administration offices in North and South America, Europe, Africa, Russia, the Middle East and Asia, with business in more than 90 countries.
At the heart of Baker Hughes’ success is its ability to consistently deliver best-in class products, services and strategies to customers and to its internal operations. The company highlights its “Keys to Success” with four core priorities that guide the decision-making at each division: Resource Effectively, Be Cost Efficient, Deliver Value, and Engage People. That means building and buying the right products, delivering the right services, selecting the right people to work with, and identifying key areas of the business worth outsourcing in lieu of developing in-house.
Baker Hughes recently embarked on a Business Process Management (BPM) project to consolidate financial operations across seven divisions and streamline business processes to ensure Sarbanes-Oxley and regulatory compliance. This global initiative included two important ingredients. First, installing Oracle’s Hyperion Financial Management System, a comprehensive financial reporting and analysis solution that would consolidate global financial operations. Second, increase the proficiency of over 2,000 users on Oracle’s complex software.
Baker Hughes’ BPM Project Manager, Marinus Vader, is spearheading the world wide training initiative and knew that it would be a daunting task. It would require virtual training labs in several countries, extensive virtual instructor-led training (VILT) courses, and intense coordination. Training also needed to be fast so Baker Hughes could maximize the value from Oracle’s software. Vader knew that to execute a training project of this size, Baker Hughes would have to build their own training system – something they have never done – and be responsible for the administrative details for more than 2,000 international users. Vader decided that outsourcing was the solution. It would allow his team to focus on their core responsibilities rather than adding to an already heavy workload. He quickly outlined his key requirements for a training partner which included:
Based on these criteria, Baker Hughes chose ReadyTech’s virtual training software.
With ReadyTech’s virtual training software and global footprint, Baker Hughes instructors are able to provide students with a complete, full-function software environment to any part of the world without worrying about the complicated hardware and software setup. ReadyTech automates the entire process from administration, content delivery, configuration, and tear down of the virtual training labs. For Baker Hughes trainees, all they need is an Internet connection and a browser to access the training environment where they can learn the skills they need, faster. In addition, Baker Hughes can manage the training content, processes, and delivery from location so they can track course progress and easily update training images. ReadyTech also provides Baker Hughes with 24/7 Live Support to address any questions quickly and efficiently. Finally, ReadyTech’s pay-as-you-go pricing model ensured that Baker Hughes only paid for capacity it used, leading to cost effectiveness and 100% seat utilization rates.
To date, Baker Hughes has used ReadyTech to deliver virtual training labs to more than 2,000 students worldwide. For Baker Hughes, the ReadyTech approach meant that: