Transcript

It's no surprise to anyone that most leaders today are being asked to do more with less and to deliver against aggressive emerging technology Rd. maps with teams that just don't have the capabilities yet to execute. Oftentimes I think this is framed as a tools problem, but at its core, it's a capability problem. Historically, when organizations think about capability or skill building, it's lived in HR, right? Take a course, watch a video, maybe get a certificate. But that's not how real learning happens. The best companies in the world, the ones that move fast and win in very big ways, they don't treat learning as a side quest or something that happened separate from the things that they do every day. They bake it into the work. Basex, for example, You can critique a lot of things, maybe about the culture there, but certainly they're an example of an organization that has rapid learning cycles. They don't learn by reading. Aerospace manuals or running workshops on propulsion theory, right? They build, they launch, they blow stuff up and they fix it. And in the process their teams learn faster than anyone else on the planet. And that's not a benefits thing, it's a systems thing. They've created feedback loops where people learn by solving real problems under real pressure with real consequences. And that's what is missing. From a lot of teams today, they've got really smart people, they've got the tools to do incredible things, but they haven't built the muscle. And that's the gap that we fill. We embed inside the actual work that needs to be done. We Co build real things, we ship real value and in doing that your teams level up as a consequence.