Shinola, founded in 2011, is an American luxury lifestyle brand that specializes in watches, bicycles, and leather goods among other items. Facing huge growth and opening new stores, Shinola needed an efficient and effective way to onboard new retail employees.
Shinola needed to ensure that all new employees were knowledgeable about the Shinola products, could convey the mission and values that drive Shinola to employees across the US, to maintain consistent customer experiences across multiple stores, and to inform and educate store associates about new products launches
Shinola turned to Area9’s adaptive solution as a highly engaging way to onboard the diverse workforce.
“As we continue to grow, we want our employees to fully understand our commitment to world-class manufacturing jobs and products that are built to last. The more ways we can effectively tell our story, the better the experience our customer has with our brand.”
Jacques Panis, President at Shinola.
Area9’s rapid authoring environment help streamline training development. The focus on employee proficiency, rather than on simple course completion, means that Shinola business executives can grow the business confidently.
tion and navigation project (Ferrell, 1996; USGS, 1997). Mitigation continues through experimental modifications of river structures, such as dikes, and enhancement of river flow through side channels and into backwater areas. Under the 1986 authorization, mitigation has been completed at nine sites, is underway at nine others, and nine additional sites have been targeted for acquisition (NRC, 2002). The emphasis in this mitigation project has been on terrestrial habitat, not on restoring pre-settlement ecosystem processes such as overbank flooding and cut-and-fill alleviation (see NRC, 2002, for more detailed advice on implementing adaptive management within Missouri River dam and reservoir system operations).
More substantial efforts at restoration that would adjust river flows to more closely mimic pre-settlement hydrologic patterns, however, have not received acceptance among all stakeholders, particularly among agricultural and navigation interests. In its Final Missouri River Biological Opinion issued in late 2000, the U.S. Fish and Wildlife Service (FWS) recommended an adaptive management program for managing river flows. The Fish and Wildlife Service recommended altering the current and steady year-round flows (approximately 32,000 cubic feet per second) to allow for more seasonal flows, a proposal that sparked intense debate, from hearings along the river to testimony presented to the U.S. Congress. Communities and some interest groups along the lower river, and elected officials from the State of Missouri, are concerned about potential impacts of high spring flows on agriculture and of low summer flows on navigation traffic. In contrast, upper basin state interests and their political leaders call for changes in order to avoid lowering upstream reservoirs in the summer that would harm the recreation industry there. Environmental groups call for restoration of some degree of seasonal flows that are fundamental to habitat restoration and to protecting endangered species.
The Corps released a draft Environmental Impact Statement (EIS) for revision of its Master Manual in August 2001. In that document, the Corps explained potentially useful efforts to move toward adaptive management of the Missouri River dam and reservoir system. Successful implementation of the concept, however, is constrained by the conflicts embodied within an array of federal laws, congressional authorizations, administration guidance, the Corps’ own internal guidance, and differences of stakeholder opinion. Faced by the inconsistencies within this body of water policy, the Corps has been reluctant to depart from traditional authorizations (namely the 1945 Missouri River Bank Stabilization