While leaders have been busy responding to the twists and turns of Covid19 responses we all know that when we get back to the transformation work it will not be what it was before.

Transformation professionals need to be able to define this clearly because we know there will not be the patience for navel gazing on this when the leaders switch focus.


Here it is, three headline forces that have changed the transformation programs landscape

  1. The basis of competition/ survival is now the rate of learning
  2. The nature of work has changed– we have moved era
  3. The paradigm of Training has changed


  1. The Rate of Learning advantage. The winners moving from today will be those that can accelerate their rate of learning to match what is now possible with information.

Technologies such as IoT sensors, digital platforms, AI, social media have already, and will continue to speed the rate at which companies generate, gather, process, and disseminate information.

The slow, managerial and institutional pathways that have traditionally dominated service delivery, clinical learning, and Executive decision making are now exposed.


A fascinating illustration of this is the pace of knowledge transfer around Covid19 globally with an unprecedented surge in peer review articles in a Quarter compared with what used to take years.



  1. The nature of work has changed. Remote working for example has become mainstream for many roles in 2020. Many service and management roles are being flipped. We are now firmly in the era of the innovative fusion of human and machine in the workplace.

This is massive in scale.

BCG research published in July 2020 suggests:

Companies will need to upskill or reskill approximately 60% of their workforce over the next two to five years.

But given the pace of change, they will need to go further in order to ensure a continuous flow of innovation, creativity, and skills from their employees.”

This is a critical callout for Transformation leaders.


What feels like massive training and development programs may just be reskilling and upskilling, not the new skills that transform and improve performance in a way that enlarges its overall contribution to society.


  1. The paradigm of Training needs to match the new science of learning to meet CEO expectations and enable adaptive learning.

BCG research suggests that 80% of CEOs are asking the following questions:

  • Why are we not capable of systematically upskilling and reskilling our employees?
  • Why can’t we learn and adapt to the changing business environment as fast as our competitors?  (Let alone as fast as the external rate of change requires?)
  • How can we future-proof our talent?


In the last decade, Behavioural economists, neuroscientists, and cognitive psychologists have achieved major breakthroughs in their understanding of how people learn. https://www.bcg.com/publications/2019/neuroscience-adult-learning-talk-with-phillip-campbell


They have found that people learn best when the training is personalized, packaged in bite-size formats, incorporated into the daily work routine, and supported with timely nudges and reminders.


I hope you found this useful.  To look at this topic in more detail and how it relates to your situation book a 30 minute Discovery discussion by contacting Bernie@berniekelly.com



Reference: Why It’s Time to Bring Learning to the C-Suite

JULY 14, 2020 By Boston Consulting Group: Andrew DyerSusanne DyrchsAllison BaileyHans-Paul Bürkner, and J. Puckett