When an enterprise invests in incorporating virtual reality into their business there is plenty of benefits that come with it. VR can lower the cost of management, training, and even motivate the employees to go a better job in their day-to-day operations. So this raises the question, why aren’t more companies using virtual reality?
There are numerous reasons. Some are hesitant to buy tech that they don’t know how to operate or fix, no familiarity with the software or how to optimize it, or even how they would even use it in their work spaces. We have gathered the case study done by Vive and added it to the end of the article for your viewing convenience. You can check that out below.
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VIVE & VIVE Enterprise Advantage
Integrating VR into organizations like Intel, as you can imagine, represents a major challenge. With their sheer size and strict security and personal-use policies, Intel required a scalable and secure enterprise-level VR solution—a solution that only VIVE and VIVE Enterprise Advantage could provide.
VIVE and VIVE Enterprise Advantage gave Intel the flexibility and control they needed to securely manage software deployments and updates with ease, resolving the software incompatibility issues that come with non-commercial-grade VR solutions.
Enter Intel
Intel is well-equipped to explore VR’s potential, thanks to a business unit that advocates for premium VR technology adoption with partners across multiple industry verticals. To fully implement VR, however,
Intel needed a plan that could generate sustainableand scalable results in the organization and serve as a foundation for best practices. This led to the creation of a pilot project that could capture quantifiableresults closely aligned with anticipated outcomes (reduced cost of ownership, increased trainee retention, increased ROI).
What Did Intel Find?
The tested audience, most of whom have worked at Intel for years, are used to taking and passing the Electrical Safety Recertification course in a
Was it the equipment? No. Post-testing findings showed trainees had little to no issue operating the VR hardware. In fact, the trainees enjoyed it—94% wanted more virtual training. Digging deeper, Intel found that most of the issues centered around the trainees’ lack of experience with electrical safety equipment, a low familiarity with tools, and no clear understanding of the proper sequence for task execution. In fact, most of the trainees in the WBT and VR Electrical Safety Recertification course—people who have been taking the course for years—never had and never would be expected to execute the tasks required by the program. This represents a major procedural and safety gap that wouldn’t have been discovered or solved without the assistance of VR.
Weighing the costs of development against the response to these findings (reducing the trainee base by up to 50%, removing employees with no exposure to electrical hazards, refining the questions) and the benefits (expected incidents deduced from course, expected incident savings per course, cost incurred per incident), Intel’s model concluded their first VR- based corporate training course had an estimated potential five-year ROI of 300%.
Next Steps
Confident in their ROI figures, Intel made a final round of adjustments to the pilot project, moved their virtual course into production at its initial site, and replicated the blueprint at another. Afterward, Intel approved a global-scale deployment with plans to roll out to several additional sites around the world—effectively becoming the framework for a broad VR-based training program across the organization.
