The Importance of Learning

A commitment to continuous learning is becoming a key requirement for anybody who wants to navigate the fast-changing world of work, especially for emerging ‘super jobs’ that demand hybrid skills

Talent Mapping & Agile People Development

Our existing skills and competency frameworks are not agile enough to stay up-to-date with fast moving areas like digital talent.

We need to do a better job of mapping existing talent and maintaining forward-looking skills frameworks to attract the right balance of new capabilities, but also to guide internal people development.

Overcoming Learned Helplessness

One residual effect of the top-down culture of IT provision in large firms is the phenomenon of ‘learned helplessness’ that pervades digital adoption. People who will quite happily use multiple Android apps at home to share with friends, or tweak their Wi-Fi network to stop their kids complaining, suddenly become fearful of new software at work and need formal training before they can try it out.

We need to raise the bar for digital skills and help people experiment and learn in their own way.


Digital Learning Hubs & Guides

The digital workplace is the ideal base for self-managed learning relating to technology. We create customised learning journeys based on role, experience and interests, but believe it is also important to develop a network of more fluent digital guides who are happy to give a little time to support people.

People need maximum flexibility and opportunities for self-directed learning in the flow of work if they are to continually develop.

Hybrids & ‘Super-jobs’

We have reached the limits of what can be achieved with a workforce comprising of distinct specialisms that hand-off work to each other. We need more hybrids and people confident to work across disciplines if we are to achieve truly connected products and services.

There is a growing awareness that the most highly-valued ‘super-jobs’ of the future will not be lawyers, engineers or other specialists, but lawyers who are design thinkers, engineers who are also sociologists, and technologists who understand ethics.

How We Can Help

At the leadership level

We work with digital leaders to map digital strategy, capability gaps, and cultivate a network of digital guides across the organisation; we also deliver in-depth digital leadership learning and development programmes.

At the platform level

We map the capabilities, services and skills of emerging agile teams, and help assemble them into a service platform that the whole firm can use. We also help design and implement key platform elements starting with a digital learning hub.

At the team level

We help switch from a process-centric work system to a more agile and service-centric approach, identify scope for automation or standardisation of these services, and then create the interfaces and connections with other teams to work better together.

Gather more data, understand less…

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Leadership Development: Designing for Relevance

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In this edition, we look at some common challenges faced by L&D functions when designing effective leadership development programs that deliver practical value in our ever-changing digital world. The L&D challenge Business leaders generally agree that, rather...