We all know by now that the importance of topics related to the digital world has increased enormously after the Covid-19 period. Many companies or state institutions whose main business areas were in education or training and consulting have had to come up with many innovative models to remain competitive in the market or to keep their business running. For some companies, topics such as digital learning, eLearning or virtual training have suddenly and almost surprisingly become very important, although they have been thinking about these topics for years, but never implemented them until the corona period. For internationally active companies, the big question was how best to roll out such a concept of developing digital learning offerings tactically and strategically internationally, but in such a way that useful results are available in a short time. The challenge was to develop a functioning concept in different languages, in different cultures, according to different standards, in which customers and internal employees in the different countries can benefit from it.

On the one hand, there was the personalization of the digital learning content in terms of scope, learning culture, etc., and on the other hand, the project process, uniform strategic concept and its sustainability. This paper explores this area of conflict in general, but also takes a look at the practical solution using the EPLAN GmbH & Co. KG company as an example.

Keywords: e-learning, Learning Content, Education, EPLAN, Standardization, Personalisation.