Our multidisciplinary teams of speakers, tutors, facilitators, coaches, online moderators and project managers will work seamlessly to ensure that managers and leaders achieve their development goals, regardless of learning strategy (exposition, instruction, guided discovery or exploration) or social context (self-study, one to one, group or community).

But that’s only half the job. They will also work closely with participants and their line managers to ensure that new insights and capabilities are transferred and applied in the workplace in a way that improves their performance.

Formal Learning

Driven by trends in the wider world, organisational learning and development is experiencing its own transformation. Speed to performance and quality of results are now paramount, and the need to do more with less has compelled training to shift its delivery model from ‘just-in-case’ to ‘just-in-time’ and from ‘push’ to ‘pull’. Though more training still takes place face-to-face in a formal setting than by any other means, that dominance is diminishing.

Formal learning will continue to play a significant part in the development of leaders and managers, but it will increasingly feature a seamless blend of digital and facilitator-led elements to create a single convenient, efficient yet effective behavioural change experience.

Social Learning

Humans are social animals and the doctrine of 70:20:10 helps us to remember that interaction between managers and leaders, particularly facilitated interaction, can increase the effectiveness of development solutions massively. The emergence of secure social media platforms such as CrossKnowledge’s BlendedX have led to an explosion in opportunities for virtual participatory learning and provided our facilitators with the ideal means of keeping learners on track.

Informal Learning

Learning how to do something is more important for managers and leaders than learning about it, and we learn how to do things principally through our experiences. Organisations have always relied heavily on informal workplace learning to ensure that new capabilities are shared and mastered. Our facilitators formalise informal learning experiences by mapping, monitoring and evaluating the outcome of secondments, job swaps, volunteering and projects.

Learning Transfer

The purpose of management and leadership development should be to deliver improved workplace performance. But every year, organisations worldwide spend over £500 billion on training that has no measurable impact on the way that people do their work. The principal reason for this scandal is that newly learned capabilities are not transferred and applied in the workplace. Drawing on our ground-breaking survey of learning transfer practices in the UK, we have developed a range of tools and techniques for learners, their line managers and organisations that facilitate learning transfer.

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