Corporate learning is at a turning point. Artificial intelligence has started to take on tasks that, until recently, defined entire roles, while other, less visible but critical capabilities are gaining importance in decision-making and work organisation. This reshaping of tasks and skills was the common thread running through the 13th…

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While many organizations have moved away from the paradigm of vertical management and move towards flatter management structures and greater involvement with the business line, in most companies I know, the L&D departments still maintain exclusive control and leadership of the entire process of training and learning within the company.
Some day you have to implement a change. This can be within a company, in your family or in a community of neighbors. If the change is very desired, you may not have much resistance. The problem arises when the rest do not see or understand the problem or when
The late and legendary author of Hitchhikers Guide to the Galaxy, Douglas Adams once said, “A learning experience is one of those things that says, ‘You know that thing you just did? Don’t do that.”
It is surprising, however, to find out how many consultancy firms are still tied to traditional models and have none, if not sporadically, activated digital proposals: this is the bad news.
"Dealing with everything means losing relevance". Success in software development is in the specialisation. My leiv motiv when facing the development of a product is "Focus on what you do best, and join the best in their field."
But what exactly constitutes microlearning, beyond content delivered in 1-5 minutes bursts? Microlearning was conceived as a solution for just-in-time training and performance support. But it can also be applied to long term learning programmes. Exponents claim that delivering learning content in bite-size chunks and drip feeding it over a

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