Culture of Learning

HowRHL do we make continuous improvement as natural as breathing in everything we do?

Organisations invest a lot into training, but that doesn’t assume a change in behaviour. Employees already experience cognitive overload balancing their workload while squeezing in an average of 30-60 minutes of training requirements each week. Yet the knowledge they are acquiring may or may not be useful to them today. The result? Behaviour doesn’t change.

The truth is that we target training poorly, deliver it painfully, and measure it incorrectly. What we need is a set of programmes that support a change in behaviour.

It’s important to address specific organisational problems so you know exactly 1) what behaviours are needed and 2) how to measure when behaviour is changing through focused, fast, and motivated learning strategies.

Learning Roadmap with key

We need a culture of continuous improvement so that we consistently increase our potential. This is intertwined with the need for a culture that embraces learning to be a part of the organisational strategy. True learning organisations require fundamental changes in how we and our teams perceive the world: to shift our minds to learn continually with speed, focus, agility… and passion. We need an approach that addresses the needs of the organisation. Employees want to be real contributors and experience learning and change in a personalised way. Both the organisation and individual needs are achieved through focused learning, experimentation, reflection, and sharing.




To become a learning organisation, we need a roadmap that allows for uncertainty, change, and integration of continuous improvement.


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About Marian

My passion is centered around ensuring effective learning experiences that improve people's lives. Developing a learning mindset is my ultimate goal whether working with academic programs or corporate training; formal or informal learning practices. It is my belief that our potential for agility is limited only by our capacity for learning.