From “Content Library” to $1.9M Growth Engine: How GGOB Rebuilt Its Learning Platform to Drive Adoption and Scale

The Great Game of Business helps organizations implement open-book management through coaching, training, and events. As their business grew, they needed a learning platform that could do more than store content—it needed to actively guide learning, adoption, and long-term success.

Before:

• Learning platform (Hivebrite) functioned as a static content library rather than a structured learning experience

• Over 200 total learning assets existed, with many receiving zero engagement due to poor navigation and discoverability

• No role-based learning paths; content was the same for all users regardless of role or experience level

• 23.2% of members reported difficulty finding or accessing content

• 29.8% struggled to sustain GGOB practices after coaching—the biggest implementation challenge

• Only 21% of users felt “very confident” in their GGOB knowledge

• No defined competency framework to guide learning or measure progress

  
  

“It was not structured in a way that was intuitive… it was very much just, ‘here’s a bunch of great stuff—have fun finding what you need.’”  Kristi Stringer, Director of Product Development

https://www.youtube.com/watch?v=_MTMzZ9bgEs

After:

• Transitioned to Docebo with a scalable, structured learning architecture

• Built a five-persona model aligned to roles, implementation stages, and capability needs

• Designed role-based landing pages and guided onboarding journeys

• Developed a 10-competency leadership framework with three proficiency levels

• Mapped all content to persona-specific learning journeys and identified key gaps

• Created a clear pathway for ongoing development beyond initial coaching

• $1.9M in projected B2C revenue tied to the new platform and curriculum strategy

• Positioned for full platform launch ahead of the August 2026 annual conference

“We wanted something that didn’t just house content, but helped people progress in their understanding.” Kristi Stringer, Director of Product Development

Process:

1. Conducted discovery using surveys (n=181), focus groups, and stakeholder interviews

2. Identified where learning dropped off and why users struggled to sustain practices

3. Developed five distinct learner personas based on real user needs and roles

4. Audited and categorized the full content library (migrate, rebuild, archive, gap)

5. Built a 10-competency framework with clear behavioral indicators and development pathways

6. Designed structured learning journeys across five phases: Trigger → Onboard → Learn → Apply → Sustain

7. Created platform architecture, governance model, and onboarding experience

8. Provided ongoing project management to maintain focus, pacing, and alignment

“It was a process we never would have done on our own … we didn’t fully understand all that we didn’t understand.” Kristi Stringer, Director of Product Development

Conclusion:

GGOB transformed its learning platform from an unstructured content repository into a strategic education ecosystem designed for real-world adoption. The new system connects content, competencies, and learner journeys—helping users not only access information, but apply and sustain it over time. With a projected $1.9M in new revenue and a platform built for long-term growth, GGOB is now positioned to scale its impact far beyond traditional coaching engagements.

“What we have built is so much more than what we could have done on our own.” Kristi Stringer, Director of Product Development

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