INTERVIEW WITH RAMÓN SANJURJO, FOUNDER AND CEO OF POZIK CONSULTORÍA
Corporate investment in training has been on an upward trend for years, yet this commitment to L&D does not always translate into results on the balance sheet. The explanation, argues Ramón Sanjurjo in this interview with Netex, is not a lack of resources or technology, but one of approach. Founder and CEO of Pozik Consultoría, and a specialist in organisational transformation, he insists that training cannot remain an isolated compartment within organisations. To be effective, “learning has to be part of the business”. As simple as that.
Despite the evolution of L&D, many organisations still deliver standardised training programmes that fail to address the specific needs of employees or the objectives of the company. The gap between what is offered and what professionals actually need explains much of the failure in talent development. To move forward, rigidity must be abandoned in favour of flexible frameworks, capable of adapting to diverse profiles and learning rhythms.
“The most advanced organisations have realised that talent development cannot be one-directional; it must begin with active listening. Asking employees about their needs improves the effectiveness of training programmes. At the same time, by showing genuine commitment to their professional growth, companies strengthen their corporate culture”, says Ramón Sanjurjo, CEO of Pozik Consultoría.
The change begins with purpose. If training does not connect with the company’s identity, it remains superficial. “It has to be embedded in people’s routines, but also in the business and strategic objectives. Without that step, there is no transformation”, he warns.
Why so many training programmes fail
The corporate training market moves billions each year, yet a large share of this investment is lost without return. According to Sanjurjo, the most common mistake is designing from the top down without identifying what teams actually need. “Training cannot be a set of isolated courses. It must be tied to strategic objectives. When it does not respond to real needs, its impact is limited”.
The second major pitfall is assuming technology alone can solve everything. The problem lies not with the tool, but with the lack of clear objectives and metrics. Without data on productivity, retention, or skills acquisition, training becomes an exercise in good intentions. “Some organisations invest in top-quality technology, but have not defined what they are training for, or how they will measure impact”, he notes.
Having a well-defined purpose is the first step towards success. “Without clear evaluation, it is impossible to know whether training is delivering results. Measuring learning and identifying its impact on key indicators such as productivity and talent retention is essential to fine-tune and optimise strategy”, he adds.
Technology as an ally to strategy
Digitalisation has multiplied learning possibilities. Artificial intelligence, advanced analytics, and cloud environments now offer more resources than ever. Yet Sanjurjo insists that “technology must serve the strategy. There is no value in having the best platform if there is no learning culture or leadership to sustain it”.
The risk is confusing the tool with the purpose. Many companies have rushed to implement digital solutions without first defining how they fit into their cultural model or business objectives. What matters, he stresses, is that technology supports human learning rather than replacing it.
Blending digital platforms with mentoring and face-to-face guidance produces higher adoption and stronger results. “For me, it’s vital that technology complements human interaction rather than replaces it. Combining digital tools with mentoring and in-person sessions strengthens learning”, he says. This balance is key to delivering useful experiences to employees, as the end user must always come first.
Against the belief that only large corporations can innovate, Sanjurjo reminds us that small steps are often enough. “In some organisations, the first move was simply to open spaces for dialogue or create reflection routines. You don’t always need to start with the big digital solution”.
The T Model
From this reflection came the T Model, a methodology developed by Pozik Consultoría that integrates culture, leadership, training, and wellbeing. “You cannot change just one part of the system. If you transform training but not leadership, or promote values without addressing wellbeing, the change won’t last”, Sanjurjo explains.
This model begins with listening and adapts to the identity of each organisation. The key? Flexibility. Not all companies start from the same point or require the same level of intervention. Some must first reinforce culture, others leadership or wellbeing. “You have to understand the company’s culture in depth and act on what it really needs. Sometimes that means starting small and scaling up from there”, he says.
Emotional leadership
In Sanjurjo’s view, leadership is the linchpin. “Leaders cannot delegate learning. If they don’t embrace it themselves, nobody will”.
Such leadership requires courage and authenticity. It means breaking new ground even if resistance arises, and connecting with teams through coherence. “Change involves risk-taking, stepping out of the comfort zone. We need leaders willing to do this, who can be role models for their teams”.
At Pozik Consultoría, they work with coaching, feedback, and self-awareness methodologies to reinforce these capabilities. The challenge is not only technical but also emotional. “Leadership is a competence that can be trained. Good leaders listen, lead by example, have vision, and know how to inspire from respect and coherence. Cultural transformation is not just technical—it’s also emotional. And that is where authentic leadership makes the difference”, Sanjurjo notes.
The new roadmap
Sanjurjo’s final point comes as a warning that could serve as a health check for any business. A company that stops learning loses competitiveness immediately. When professionals fail to update their skills, their productivity suffers. That professional stagnation also erodes innovation capacity and curtails growth. “When an organisation stops learning, it starts losing profitability”, he warns.
Against this risk, he offers a constructive vision. “Companies that understand investing in their talent is investing in their future improve performance and retain their best professionals”. A strategy that, over the long term, draws the line between growth and decline.
