Organizational Performance & Learning
Performance Consulting & Learning Design
Is training the right answer, or are you about to spend money on the wrong intervention?
“Will training actually fix this?”
Training is the default response to a performance gap, and often the wrong one. This practice asks the prior question: is the problem actually a lack of skill or knowledge, or is it something training cannot fix?
Organizations routinely spend on training to solve problems that training cannot touch, gaps caused by unclear expectations, missing tools, misaligned incentives, or broken processes. When the real cause is not a skill gap, even excellent training changes nothing, and the money is gone.
This practice begins with performance analysis: determining what is actually causing the gap before designing any response. When learning genuinely is the answer, it is designed to produce measurable performance, not just to be delivered and counted. The approach draws on the instructional-design and Human Performance Improvement tradition and applies to any workforce in any sector.
What the work covers
Performance analysis first. Diagnosing the real cause of a performance gap before committing to a solution, so the intervention matches the problem.
Learning design that works. When training is warranted, building it across the full design lifecycle, from analysis through measurable results, rather than producing content for its own sake.
Measurable outcomes. Defining what improved performance looks like up front, so the investment can be judged on results.
This is the second of the firm’s two pillars, organizational performance and learning, led by Nathan E. Chambers.