Traditional training methods often fall short in addressing these gaps practically. They can be excessively time-consuming and costly, frequently focusing too narrowly on a single topic without providing broader context. Crucially, conventional training can lack the empathy needed to connect with real-world challenges. Certifications, while sometimes valuable, add another layer of expense. Turning to self-learning isn't always the answer either. It can feel like a chore and frequently fails to deliver the desired outcomes. Abstract terms and definitions often feel detached from the day-to-day realities of the workplace, and rigid methodologies can overshadow common sense and empathetic approaches.

Insufficient preparation to contribute, manage, or lead people, programs, projects, and change initiatives cause delay and extra cost. Costly modern workplace technologies and GenAI solutions are not exploited because of lacking understanding, context and abilities.. Examples:

Unprepared promotion to leadership roles

• Promotions to leadership positions often happen without proper prior explanation on the actual role & responsibility and the challenge one faces a a leader

• That results in under-performing leaders, a drop in employee engagement, decrease in productivity, and loss of employee and customer satisfaction

Unprepared launch of programs and projects

• Projects are often start without clear scoping and framing – people put in charge to lead and manage a project lack understanding and experience on the “how to”

• That results in projects exceeding budget, timeline, and not delivering the expected results and outcomes contributing to overall business objectives

Insufficient consideration of change impact on employee population

• Along with managing projects – the impact on employees and customers is either not properly considered – or worse, completely ignored or neglected

• Without addressing a project’s impact on the human side (employees, customers, other stakeholders) the already reduced project impact gets further diminished

Lacking familiarity with- and understanding of technology

• Costly transformation projects and migration activities to new business technologies usually include that WHAT, but not the WHY and HOW 

• People are not empowered and allowed to develop their understanding to fully grasp how things are connected and how benefits materialize

• That results in employees not being able to fully leverage and exploit technologies to truly achieve increases in productivity and new heights of efficiency

Imagine starting with engaging introductory sessions that cover a broader range of essential topics, but at a manageable and easy to comprehend surface level. This approach avoids the pitfalls of information overload, allowing you to grasp foundational concepts comfortably and build a solid base of understanding without the pressure and fatigue of intensive, multi-day courses. 

Our introductory sessions are designed with practicality in mind. Instead of getting lost in complex theories isolated from practical daily work, you'll see the bigger picture – how leadership, communication, technology, and change management all connect and influence each other in the real world. This contextual understanding is key. It empowers people to apply foundational knowledge quickly and effectively, making a real difference in their role - in personal and professional life. 

Our approach saves valuable time and resources. People gain the essential insights needed to boost confidence and performance without committing to lengthy, costly training and certification programs upfront. It’s about building a strong foundation efficiently, identifying areas where people might want to dive deeper later, and fostering genuine, organic growth. It’s a smarter, more human-centric way to develop skills and knwoledge.

Katherine, new to project management.

Katherine is working for three years as manager – leading a team of 4 people in the marketing department. She now was asked to manage and lead a project where several other departments are involved. She never managed a project and needs a jump-start to understand: scoping & framing, phase planning, governance, activity planning & dependencies, stakeholder management… A full training and certification would take at least 6 full working days, and is too expensive. She’s a smart person, savvy in using GenAI tools. All she needs is some explanation and guidance to get started.

Miriam, a director at the operations department has to plan the implementation of a GenAI solution at her department.

Miriam has some experience with GenAI solutions – she used it several times already in her personal life. However, using GenAI focused in a business environment requires more than learning about "how to prompt" – getting a foundational understanding of what (Gen)AI is, how it works, what to pay attention to is critical to success.

Nikola, promoted to manager.

Nikola led for three years a team of 6 people at the customer service desk. He has gained some in-person leadership experience, but now needs to step up: he has to get a better understanding of hybrid working, change management, leadership communication, the difference between leading & managing, methodologies. A specific extensive training won’t help, for it will take too long, be too costly, and too narrow-focused. All he needs is some explanation and guidance to get started.

Ronald, promoted to team lead.

Ronald is a high performer on the IT help-desk and will be promoted to be the team lead in a hybrid environment. He is familiar with his colleagues and a real technology expert, but requires explanation and guidance on some aspects: his new role & responsibility as leader, leadership communication, priority management, conflict management, leadership styles & methods, personality profiles, servant leadership, and delegation. A specific extensive training won’t help, for it will take too long, be too costly, and too narrow-focused. All he needs is some explanation and guidance to get started.

Veronica, Hans, and Vladan are assigned to support an organization-wide change.

Veronica, Hans, and Vladan work for more than 5 years in the organization. Now a big change is coming – the company is “moving to the cloud”. That means a new way of working with new applications will be implemented requiring a new way of working. On top of it, the old intranet will be replaced with a new one. While IT and project managers work on the technical realization – the change manager requested resources to address the human side of the transformation project. All three require an introduction to change management: project & change, resistance to change, change barriers, change agents, phases of change, communication methods & vehicles, stakeholder management.  A specific extensive training won’t help, for it will take too long, be too costly, and too narrow-focused. All they need is some explanation and guidance to get started.

All senior managers are requested to support business development using LinkedIn.

The organization has 8 senior managers – highly experienced in their domains, successful with their teams and customers. The organization wants to increase, leverage and promote the company’s online presence and reach. The 8 senior managers do have a LinkedIn profile, however, they all look different, are not aligned in messaging & tone of voice. These managers need to understand the key components of a LinkedIn profile, how to draw attention, how to reach out and connect (warm & cold) and how to avoid additional extensive “sales related” activities. A specific extensive training won’t help, for it will take too long, be too costly, and too narrow-focused. All they needs is some explanation and guidance to get started.