Yeah

... matters is whether people are using what they've learnt to improve outcomes, to deliver faster, or to take on new challenges.

And you might notice that through, say, improved project completion rates and better quality deliverables, or teams starting to take on more complex or cross-functional work.

Those are all signs that those new skills are being applied and that learning is showing up in the flow of work.

Now the third is organizational or financial value, and that's the one that every executive asks about.

Learning doesn't happen in a vacuum, and it should eventually connect to the business outcomes that matter most are things like revenue growth, cost savings, staff retention, and so on.

Now it can be tricky to directly tie learning to dollars or pounds, but you can absolutely track credible indicators that point to financial impact.

Um, as somebody's progressing through the year, having these follow-up conversations, these application checkpoints, um, what do you think would trigger a course correction? How do you start to think about re-benchmarking where you are when those priorities shift?