Tiny topics

Curiosity and experimentation are often talked about as personal traits - and I do believe they are! - but they are also heavily shaped by the systems people work within. Over time, many organisations unintentionally train curiosity out of their workforce. It usually looks like this: Constant urgency leaves no time to reflect or explore Mistakes are penalised rather than examined Learning focuses on right answers, not better questions Compliance is prioritised over capabi

When organisations talk about innovation, they often focus on outputs: New products New systems New ways of working But innovation is rarely a breakthrough moment; it’s the result of curiosity, experimentation and learning over time. Research consistently supports this link: Deloitte’s Human Capital Trends has shown that organisations with strong learning cultures are more adaptable and more likely to innovate in the face of disruption. Harvard Business Review has lon

I’ve already introduced you to Colin from our Streamline+ portfolio piece. The other character in the module is Meera - the learner’s leader. Meera pops up throughout the module to offer coaching when the learner needs it, so I thought I might want her in a few different poses and emotional states. When I started experimenting with illustration styles I went straight to Sora. Now, I'm sure Sora is very good, so it might just have been my prompting … but some of the things it

Flat vector illustrations are a familiar and reliable choice for corporate elearning. I’ve used them plenty. For a recent portfolio piece, though, I gave myself permission to try something different. I was building a short scenario-based module for a fictional company called Streamline+. It’s for call centre staff, focused on de-escalating difficult conversations. The learner is dropped straight into a tense call with an unhappy customer, and they have to make decisions under

Completion rates don’t tell you whether learning worked. Behaviour change does. Too many organisations still measure learning by attendance, not impact. But here’s what the research shows: “Only 12% of learners apply new skills effectively from traditional training.” Harvard Business Publishing “Learning transfer improves 3–4x when practice and on-the-job application are built in.” Association for Talent Development “The most effective learning programs integrate reflect

We recently partnered with Lion to support the rollout of their new Financial Controls Governance Framework - part of a broader transformation to strengthen accountability and reduce financial surprises across the business. The challenge? Controls weren’t just a Finance responsibility. Ownership sat across Sales, IT, Supply Chain, Marketing, People & Culture, and the learning needed to reflect that reality. Together, we designed a short, scenario-based eLearning experience