Imagine being asked to cook a five-course meal, with a catch: The diners are about to arrive, but you just found out what’s on the menu, and half of the ingredients are still at the store. That’s not unlike what enterprise training feels like during significant change. By the time L&D is brought in, the system is nearly built, and the go-live date is locked. Training is expected to land cleanly, despite coming last. In other cases, L&D is brought in at the right time, but gaps in information and decisions require a creative approach to moving the work forward.
The mismatch is fundamental. Industry standards may require 40+ hours of development time for just one hour of instructor-led training, but large-scale implementations don’t wait for standard timelines. They demand speed, clarity, and just-in-time execution—often with partial inputs, shifting expectations, and compressed windows.
To meet the mark in these conditions, training teams need a different approach. Nimble learning isn’t about cutting corners. It’s about designing systems that anticipate change, so you can stay ahead of the work, even if you’re technically behind schedule. Like a chef with mise en place complete before the first guest arrives, training teams can set themselves up to move fast without sacrificing quality.
# Key Takeaways
- Structure first – needs assessment, tiered training, clear reviews
- Framework early – templates and processes before content
- Focused SMEs – select few, clear roles, streamlined feedback
- Build to last – modular, reusable, easy-to-update content
- Prep matters – define scope, roles, and cycles upfront
Read the full article on Training Magazine.
