My colleagues and I are wedded to encouraging reflection in the work we do. It’s a vital part of learning.
For some folks, reflection is complicated or difficult or time consuming. So we make it simple for people. We have adapted the Rolfe Reflective Model. It was developed by Nurse Educator, Gary Rolfe, specifically to work with people who are short of time but need to learn continually as they face new and unusual challenges. In thinking about my experience as Chair of the World of Learning Summit, I decided to take my own medicine.
As chair of an event like this, I’m at a bit of a disadvantage. I’m often watching the conference inputs from the side of the stage. I frequently have a bare few minutes between the end of one session and introducing the next. So, these impressions are partial. They capture what resonated at the time sufficiently to have stuck with me.
Data was definitely important in my 2024 summary too. But this year it seems to have matured further. The use of AI to support data crunching, the data being crunched and the use to which the insights gained from its analysis, has sharpened up. Many sessions were about extracting data about the skills, and skills needs, of our people. Even where the topic was not specifically data focused, the use of data to help L&D teams make better and more strategic decisions was mentioned.
I have frequently opined that any business strategy not rooted in the reality of organisational capability is not a strategy at all – it is a wish list. Capability is not – of course – static. It can be built, developed and bought in. But without clarity about what we are good at, where we could be better and where we will need additional capabilities to execute organisational strategy, then we neither get a seat at the table, nor garner respect when we do.
AI has also been through a maturation process. Whereas in recent times the idea of AI as a content creator may have been front and centre, thankfully, that idea has been quietly consigned to the position of an embarrassing enthusiasm of an earlier, more naïve age. Despite the frequent eye rolls, it has not quite been jettisoned like the digital suppliers emulating Netflix or TikTok or whatever other coat-tail branding they adopted to capture the attention of what appears young and trendy. Hopefully, it soon will be.
The new, more mature AI is an analytical tool. Fed with the right data (see above) it can help teams, individuals and L&D professionals consider new ways of doing things, new plans for learning and development initiatives, new ideas for supporting learners beyond the course, module or pathway. Recent work, explained in panel sessions and in conference sessions, focuses on helping employees to use AI to facilitate better performance and greater efficiency. It also recognises the potential problems of AI. People need to be counselled about the dangers of over-reliance on these tools. AI as a support and boost for human experience and ingenuity was cogently described and received with interest and enthusiasm by those at the conference.
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Yes, I know. Those of you who have read my pieces here and elsewhere before will know that I bang on about impact and the measurement thereof. But of course I do! It is our job to make a difference and if we can’t measure, monitor and manage the difference we make, how do we get better?
Impact was a key theme at World of Learning 2025. What was different was the areas of impact. Some argued that the key impact was at a team level, others that it focuses on tasks and achieving specific goals, still others convincingly and passionately about building – and improving – organisational capability as the journey we should be on.
The use of Learning Communities – engaged individuals solving the problems of today and shaping the solutions of tomorrow – were described with real fervour. Most importantly, their enthusiasm was born of evidence. Research underpinned much of the discussion about what impact is, what components in a learning initiative facilitate that impact and how we design learning to make a real difference. A difference to how people perform, and the great things they can achieve when they are given the right support, the right leadership, and the right tools.
The things which resonated most for me – and will filter into my practice over the coming months – are about these themes.
Data: How do we use the data we have to make the case for change? How do we use data to engage people – not just learners, but those around them including their managers. What data do we not have and how can we gather it? NB: Data we need - not just stuff we can count! Not all numbers are born equal.
AI: My experiments with AI have so far been around enabling people to use AI, apply judgment to assess its output and to identify use cases that deliver real benefit. There are things I learned about summarising and analysing data that I put into practice on day one back in the office. It works, people! It saved me hours and started a chain of considerations that I am still working through.
Impact: How can I use Data, and AI analysis of that Data, to better focus on the behaviours people need and how will that help to deliver the impact my colleagues and clients expect?
I took some time to think about the actions I'll take to apply what I have learned and to think differently about the tasks in which I am engaged.
First, I’ll focus more on developing the whole organisation, building task competence and using communities to develop transferable skill sets. I will bring evidence and data to influence and inspire others to get involved.
Second, I’ll analyse the data I have easy access to and identify where I could do with other data-led insights. I want to make pragmatic, data-derived and evidence-informed decisions about the work my colleagues and I do. I know, there is work to do here.
Having been in the industry for four decades, it is easy to say, ‘seen that before’ and seem dismissive of new approaches. I shall resolve to only reject proposals that are unsupported by evidence and that will not deliver impact. I’ll also continue to dismiss suggestions that I can build yet more content, more quickly and more effectively, by getting a bot to do the job for me!
I left the World of Learning Summit 2025 footsore, in need of a good sit down (and a proper meal), but overwhelmingly with a sense of optimism.
This optimism was not baseless. It was founded on learning from some really smart people, meeting some really interesting and committed individuals and hearing some terrific stories of how L&D continues to matter.
To everyone who contributed, attended, asked a question, came for a chat or just said ‘Hi’ – it was a privilege to talk to you and to hear your stories. Thank you for the shot in the arm that I know World of Learning gives so many, and that it continues to give me, year after year.
Watch out for new events, and I look forward to shouting at you from a stage at the NEC in Birmingham in October 2025.
Until then – learn some stuff!
This article was originally published in TrainingZone.