Sep 15, 2026 · 22 min · 12 segments
In this episode of eLearning Talks, Angela and Dimitra explore how AI, learning experience platforms, and learning record stores are reshaping Instructional Design. Specifically, they explore the…
I can imagine.
Because for a very long time, organizations operated under a deeply flawed assumption.
They believed that a completion rate was a proxy for capability.
Oh, wow.
Yeah.
Right? So if a dashboard showed that 90% of the sales team finished a product module, leadership assumed the team was now 90% more effective.
That is a huge leap of logic.
It really is.
But as you pointed out, completing a digital module does not equate to behavioral change.
So organizations are finally recognizing that traditional metrics are essentially vanity metrics.
What we explain today is the complete overhaul of this philosophy.
The industry is moving from a model of bulk information delivery to a model of targeted capability building, and that requires an entirely different set of tools and honestly, a completely different mindset.
Well, let's unpack this a bit because the objective itself has changed, which explains why the technology is changing.
We are seeing a massive pivot away from course-centered design and moving rapidly towards skills-based learning models.
So leaders are no longer sitting in boardrooms asking if a team finished a software training.
They are asking if employees can demonstrate the exact skills required to execute the current business strategy.
Which is a much harder question to answer.
It is.
It brings us directly into the concept of learning in the flow of work.
Right.
So instead of pulling people away from their desks for, like, a three-hour seminar on a new software rollout, we are embedding support tools directly into the platforms they use daily.
When you adopt a skills-based learning approach, you are essentially reverse engineering the entire process.
You start with a specific business outcome you need, you identify the exact behaviors required to achieve that outcome, and then you design interventions that build those specific behaviors.
And placing those interventions directly into the flow of work is the execution of that strategy.
Exactly.
I can imagine.
Because for a very long time, organizations operated under a deeply flawed assumption.
They believed that a completion rate was a proxy for capability.
Oh, wow.
Yeah.
Right? So if a dashboard showed that 90% of the sales team finished a product module, leadership assumed the team was now 90% more effective.
That is a huge leap of logic.
It really is.
But as you pointed out, completing a digital module does not equate to behavioral change.
So organizations are finally recognizing that traditional metrics are essentially vanity metrics.
What we explain today is the complete overhaul of this philosophy.
The industry is moving from a model of bulk information delivery to a model of targeted capability building, and that requires an entirely different set of tools and honestly, a completely different mindset.
Well, let's unpack this a bit because the objective itself has changed, which explains why the technology is changing.
We are seeing a massive pivot away from course-centered design and moving rapidly towards skills-based learning models.
So leaders are no longer sitting in boardrooms asking if a team finished a software training.
They are asking if employees can demonstrate the exact skills required to execute the current business strategy.
Which is a much harder question to answer.
It is.
It brings us directly into the concept of learning in the flow of work.
Right.
So instead of pulling people away from their desks for, like, a three-hour seminar on a new software rollout, we are embedding support tools directly into the platforms they use daily.
When you adopt a skills-based learning approach, you are essentially reverse engineering the entire process.
You start with a specific business outcome you need, you identify the exact behaviors required to achieve that outcome, and then you design interventions that build those specific behaviors.
And placing those interventions directly into the flow of work is the execution of that strategy.
Exactly.
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