In a constantly changing environment, developing a learning organization is an essential strategic lever for ensuring competitiveness and growth. But where to start? Vincent Cano (Alma) and Elizabeth Villa (Edenred), share their perspectives on laying the foundations for a genuine learning culture.

Understanding upstream for better delivery downstream

Vincent Cano emphasizes a pragmatic, results-focused approach: "What counts is delivery." The ultimate goal of any training program is performance and impact in the field. To achieve this, it's essential to understand the expectations and needs of decision-makers right from the start.

Question decision-makers in their own words

Before deploying a Learning approach, engage in a discussion with the CEO and management team about their perceptions and expectations. A few key questions can guide this reflection:

• What do they think good training is?
• How do they define a mastered skill?
• What do they think are the best ways to achieve a certain level of performance?
• How will they know if a manager is effective?

Drawing on experience in the field

Managers, through their experience, provide valuable insights into the most relevant learning methods. For example, a Head of Sales sharing that the most effective training he attended was peer coaching indicates a preference for hands-on, interactive modalities, rather than e-learning. This type of feedback enables us to adapt formats to realities in the field.

Define a clear vision and structuring framework

Elizabeth Villa insists on the importance of defining a clear vision of Learning aligned with the company's strategy. Without a structured vision, it is difficult to mobilize teams and ensure the coherence of the actions implemented.

Structuring the pillars of the Learning culture

An effective training program is based on structuring choices in terms of teaching formats and methods. The blended approach (balance between face-to-face, digital and blended learning) and the 70/20/10 model (70% learning on the job, 20% through social interaction and 10% through formal training) are benchmarks for building a coherent, impactful offering.

Take action: test and adjust

Rather than waiting to define a perfect solution, it's crucial to adopt an iterative approach:

• Define a pilot project to test the first initiatives.
• Gather feedback from employees and adjust accordingly.
• Rely on the right partners to benefit from complementary expertise and accelerate learning.

Building a learning organization doesn't happen overnight. It's an ongoing process, based on a detailed understanding of decision-makers' expectations, a clear structuring of the pillars of learning, and rapid, agile implementation. By following these principles, companies can transform their approach to training into a genuine lever for sustainable performance.

Would you like to delve deeper into these topics and provide food for thought? Discover the FORWARD 2025 replays and retrospective.