In a knowledge economy the ability to learn in a way that produces new ideas, knowledge and practical insights is vital.

It is also vital that this knowledge be shared so that it is not locked in individual heads, and does not leave when people move to new positions or leave for a job in another organization. Many learning systems fail miserably on this score for two reasons. First, the learning does not always result in practical insights that can make a difference in real work situations. Second, the learning system does not do a good job in capturing and sharing the new knowledge that is created as the result of successful learning experiences so that it can be used more broadly as a corporate resource. As a result, "bottom line" ROI is often disappointing. It is thus important to select learning systems that are aware of the problems and provide means through which they can be overcome.

Look for "second generation" systems that recognize the importance of using e-Learning as an "on the job" performance support, integrating learning, knowledge creation and knowledge sharing. In principle, every learning experience in a second or third generation e-Learning system can be structured in a way that invites application to real job issues and concerns, encouraging users to capture new ideas and insights and use collaborative technology to express their ideas as freely and thoroughly as possible. In this way the e-Learning system can produce demonstrable additions to individual and organizational knowledge and ROI. Systems of evaluation (Question 10) should focus on understanding and enhancing this potential.