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SOLUTION · 06 · 4–9 MONTHS

Corporate Learning Academy

If the training budget is spent and behaviour does not change, the problem is not the content but the system. An academy structure embeds learning into how the organisation works.

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01 · PROBLEM

What are
we solving?

The organisation buys training every year, satisfaction scores come back high, and six months later nothing has changed. Because training is an event and learning is a system. Without manager support, a practice rhythm, internal trainer capacity and measurement, knowledge does not become behaviour and institutional memory does not accumulate.

Building an academy starts with curriculum architecture, delivery rhythm and measurement. The curriculum splits by role family; giving everyone the same training is the most common and most expensive mistake. Every module includes a field assignment and a manager checkpoint.

Measurement uses behaviour and business outcomes rather than satisfaction. Each module is tied to a business metric from the outset: sales conversation quality, resolution time, error rate or first-ninety-day productivity. Impact is measured eight to twelve weeks after the programme ends; measuring immediately afterwards measures enthusiasm, not behaviour.

02 · Who it is for

  • HR and learning teams unable to demonstrate return on training investment
  • Fast-growing companies whose onboarding quality is falling
  • Organisations where critical knowledge sits with a few people
  • Structures that want to spread AI and digital capability at scale
03HOW IT WORKS

The logic of
the approach.

We build the academy in four layers: curriculum, internal trainer capacity, practice rhythm and measurement. The curriculum splits by role family; nobody gets the same training as everybody else. We work with a train-the-trainer model so knowledge stays in the organisation. Every module includes a field assignment and a manager checkpoint. Measurement uses behaviour and business outcomes, not satisfaction.

04 · Deliverables

  • Capability and needs analysis
  • Role-based curriculum architecture
  • Module designs and learning materials
  • Train-the-trainer programme
  • Onboarding programme
  • Field assignments and manager guides
  • Badge and certification system
  • Learning platform setup and content calendar
  • Impact measurement framework and reporting

08 · Success measures

  • Post-training behaviour change (manager observed)
  • Time to full productivity for new joiners
  • Number of internal trainers and training hours delivered
  • Coverage of critical capabilities
  • Change in the business metric each module is tied to
05PROCESS

How the six steps
map to this solution.

Diagnosis

Capability analysis, existing training inventory, manager interviews. 3–4 weeks.

Strategy

Curriculum architecture and prioritisation. 2–3 weeks.

System design

Module design, material production, platform setup. 6–10 weeks.

Delivery

Pilot group, train-the-trainer and first wave of training.

Adoption

Field assignments, manager checkpoints, peer learning.

Measurement

Behaviour and business outcome measurement, curriculum revision.

06 · TEAM

Who is
on the project?

Learning designerCurriculum architectSubject matter expertsContent and video production teamAssessment specialistChange management specialist

The team is formed after diagnosis and written into the proposal by role.

Team
07 · Example project

At a retail chain the store manager onboarding depended on the individual and ran differently in every branch. A role-based curriculum was built, a 24-person internal trainer group equipped, and field assignments defined for the first 90 days. Time to full productivity for new managers fell noticeably and the variance between stores narrowed.

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Topics this page
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11FAQ

Frequently asked questions

Can we use our existing learning platform?
Yes. We are platform independent. If you have a system we design the curriculum and content to fit it; if not we propose a lightweight solution.
Does the internal trainer model actually work?
It does, under two conditions: trainers' time must be formally allocated and the role must be recognised in the performance system. Without both, the model stops within six months.
How do you measure impact on business results?
We tie every curriculum module to a business metric from the outset — sales conversation quality, error rate, resolution time. Measurement uses those, not satisfaction surveys.
Does it cover AI training?
Yes. Role-based AI capability is one of the academy's standard axes and can be designed alongside the Corporate AI Starter Programme.
→Let's begin

Let's take the first step
on Corporate Learning Academy.

In the diagnosis session we clarify scope, timing and success measures together.

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